Does Organizational Justice Influence Employee Innovative Behavior in an Arabic Context? Evidence From the Libyan Oil Industry

Abstract

Innovative employees are the main source of an organization’s survival in a dynamic environment. Therefore, understanding how to stimulate and sustain employee innovative behaviors is of great importance for organizations. From this perspective, based on the social exchange theory, the current study seeks to investigate the influence of organizational justice on employee innovative behavior within the Libyan context. Through a pre-designed questionnaire, data were gathered from 295 employees working for 5 Libyan national oil companies and analyzed using partial least squares—structural equation modeling [PLS]. The results indicated that procedural justice is positively related to employee innovative behavior, whereas distributive justice and interactional justice are not. The findings foster the assumption that organizational justice perceptions and responses differ across cultures based on national values. The results and implications are discussed in light of the literature and the Libyan work environment and culture.

Nexus between Organizational Justice and Innovative Work Behavior: The mediating role of Knowledge Sharing

“…Consequently, H2 was affirmed. Results align with previous studies by Pan et al, (2018), Akram et al, (2016Akram et al, ( , 2020, Kurniawan & Ulfah (2021), Ranjit (2021) and Fadul (2021).…”

Organization justice, knowledge sharing and employees' innovative behavior: evidence from the knowledge-intensive industry

“…This is particularly advantageous as an overwhelming number of studies have only contained one or two of the three dimensions, and a need to design a research model that combines all three dimensions to fulfill the gap. An investigation of one or two justice dimensions may proffer a limited comprehension of how an organization's fair treatment of its members is related to innovative behaviors (Fadul, 2021). Second , the study suggests a more complicated model that explores the mediating role of two dimensions of knowledge sharing, namely knowledge collecting and knowledge donating with formerly authenticated correlations to organizational justice in the previous studies (Hameed et al.…”