Determinants of Co-Workers' Innovative Behaviour: An Investigation into Knowledge Intensive Services

Jong, Jeroen P.J. de; Kemp, Ron

doi:10.1142/s1363919603000787

Cited by 125 publications

(112 citation statements)

References 54 publications

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“…This innovation makes batik Jonegoro growing and has a competitive advantage. The results of this study are in accordance with Wess & Farr's opinion (in De Jong & Kemp, 2003) all individual behaviors directed toward generating, introducing, and applying new things, which are useful in various organizational levels. The results of this study support Vanessa (2008) that the success of female entrepreneurs who run home based entrepreneurs based on quality relationships with consumers, personal satisfaction, fulfillment satisfaction and the ability to balance work and family responsibilities.…”

Section: Self-efficacy Has An Indirect Influence To the Success Of Fesupporting

confidence: 90%

“…The innovation that suits innovative behavior is incremental innovation. The focus of innovative behavioral research is a key factor of incremental innovation (De Jong & Kemp, 2003). Innovative behavior in this study are all individual behaviors directed towards generating and implementing new things, which are useful in various levels of the organization; Which consists of two dimensions of creativity and risk taking and innovation process is incrementa.…”

Section: Innovative Behaviormentioning

confidence: 99%

“…High self-efficacy in a person makes people like things that are challenging and balanced with high endurance so as to achieve the desired goals, the success of his business. High efficacy encourages one to innovate, Innovative behavior according to Wess& Farr ( De Jong & Kemp, 2003) are all individual behaviors directed toward generating, introducing, and applying novelty, which are useful in various organizational levels …”

Section: Conceptual Frameworkmentioning

confidence: 99%

See 2 more Smart Citations

The Key Success Female Entrepreneurs Batik Jonegoro in Indonesia

Laily¹,

Wahyuni²

2018

IJBA

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The success of female entrepreneurs Batik need hard work, self-efficacy, innovation and ambition behavior. The purpose of this research is to find out the role of self-efficacy and innovative behavior towards the success of female entrepreneurs Batik in Bojonegoro. This research uses descriptive and quantitative analysis research design. The population in this research are all female batik entrepreneur in Bojonegoro. The sample collection technique has been carried out by using non-probability sampling in which samples are determined based on certain criteria in accordance with the research purpose. The numbers of samples are 32 respondents. The Data collection techniques has been done by using questionnaires and conducting interviews. The obtained data are analyzed by using Partial Least Square (PLS) which is the equation model of Structural Equation Modeling (SEM) which is based on components or variants. The results of the research show that: self efficacy gives influence to the success of female batik entrepreneurs. Self-efficacy gives influence to the innovative behavior of female batik entrepreneur. Innovative behavior gives influence to the success of female batik entrepreneurs, Self-efficacy gives indirect influence to the success of female entrepreneurs through the mediator i.e. innovative behavior.

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Section: Self-efficacy Has An Indirect Influence To the Success Of Fesupporting

confidence: 90%

Section: Innovative Behaviormentioning

confidence: 99%

Section: Conceptual Frameworkmentioning

confidence: 99%

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The Key Success Female Entrepreneurs Batik Jonegoro in Indonesia

Laily¹,

Wahyuni²

2018

IJBA

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“…Employees may exhibit creativity by developing new knowledge, advancing technologies, or by making process improvements that will lead to innovations. Employee innovativeness can be defined as engagement in innovative behavior related to the innovation process (de Jong & Kemp, 2003;Parzefall, Seeck, & Leppänen, 2008). Amabile (1997) writes that expertise, creative thinking skills, and motivation, when mixed together, identify the level of creativity within an individual.…”

Section: The Creativity Approachmentioning

confidence: 99%

Experiencing Creativity in the Organization: From Individual Creativity to Collective Creativity

Parjanen

2012

IJIKM

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Creativity is a component that enhances the ability of organizations to retain their competitive advantage as well as to stay ahead of their competitors. For creative organizations, the ideas and insights of their employees are of crucial importance. Most of the creativity research concentrates only on individual aspects of creativity. This paper also stresses the collective aspect of creativity in the organization. It studies how employees experience creativity and in what way they would support creative processes in their organization. The research material is from an action-based research project that tries to reveal innovation potential in all levels of the organization. According to the results, there is room for creativity in every job. However, creativity and especially the collective aspect of creativity in the organization are undervalued, though most of the work in the organization needs the expertise and creativity of many employees. This study also introduces the employee-driven way to support collective creativity in the organization.

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“…Amabile (1997) writes that three areas of creativity, i.e., expertise, creative-thinking skills, and motivation, when mixed together, identify the level of creativity within an individual. Employee innovativeness can thus be argued to cover a broader range of behaviors than creativity (de Jong & Kemp, 2003;Parzefall, Seeck, & Leppänen, 2008).…”

Section: Creativity In Fuzzy Front-end Innovation Processesmentioning

confidence: 99%

Boosting Creativity with Transformational Leadership in Fuzzy Front-end Innovation Processes

Hyypiä

Parjanen

2013

IJIKM

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One of the contemporary demands in organizations is the need to create new knowledge and innovations. The purpose of this study is to clarify how creativity for the fuzzy front-end innovation processes can be supported by transformational leadership. In addition, the study aims at recognizing (a) challenges that organizations confront at the beginning of innovation processes and (b) what characters of transformational leadership are emphasized as well as how leaders should react during these challenging processes. The qualitative data used in this study is a partial case study from a wider action research-based development project, which aims at revealing the hidden innovation potential at different levels of an organization. Creativity and innovation are essential parts of development processes. This study contributes to the current literature on search strategies in relation to transformational leadership (TL) by extending the understanding of how to support employees' creativity and involve employees in discovering new innovation opportunities. In addition, this study suggests that TL's characteristics can be shared positively in practice as well as be performed simultaneously in the same organization development process by different leaders.

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Determinants of Co-Workers' Innovative Behaviour: An Investigation into Knowledge Intensive Services

Cited by 125 publications

References 54 publications

The Key Success Female Entrepreneurs Batik Jonegoro in Indonesia

The Key Success Female Entrepreneurs Batik Jonegoro in Indonesia

Experiencing Creativity in the Organization: From Individual Creativity to Collective Creativity

Boosting Creativity with Transformational Leadership in Fuzzy Front-end Innovation Processes

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