Abstract:The purpose of this study is to understand the relationship among marine tourism employee's personality traits, work motivation and innovative behavior. In order to meet this purpose, the study conducts questionnaire survey. Questionnaire sample of 250 has been handed out and 215 valid samples have been collected. The results show that employees with higher intrinsic work motivation are more likely to generate innovative behavior. The compensation in extrinsic work motivation has a positive effect on employee'… Show more
“…This study also provides external validity to psychological capital by conducting research in an eastern context, as the construct is developed and primarily tested in a Western context. Individual’s traits, styles and skills may effect innovative work behavior like problem-solving style (Scott & Bruce, 1998), self-leadership competencies (Carmeli, Meitar, & Weisberg, 2006), self-esteem and perceived insider status in the organization (Chen & Aryee, 2007), personality (Sung & Choi, 2009), proactivity (Kim, Hon, & Lee, 2010), expected positive performance outcomes (Yuan & Woodman, 2010), and commitment (Jafri, 2010). This study advances the literature by adding psychological capital as another crucial individual-level factor for innovative work behavior.…”
This paper examines the relationship between bi-directional work–family enrichment, psychological capital, and supervisor support in promoting innovative work behavior. We hypothesized that work-to-family enrichment and family-to-work enrichment would have a positive relation with psychological capital. Further, we examined that psychological capital would mediate the relationship between (i) work-to-family enrichment and innovative work behavior, and (ii) family-to-work enrichment and innovative work behavior. We also studied the role of supervisor support as a predictor or moderator for catalyzing innovative work behavior. Data were collected through questionnaire survey from 398 service-sector employees. We analyzed the data using structural equation modeling. Building on the theoretical foundation of broaden-and-build theory, we establish that both work-to-family enrichment and family-to-work enrichment were positively related to psychological capital. Psychological capital fully mediated between bi-directional enrichment and innovative work behavior. Supervisor support was directly related to innovative work behavior. We also suggest interventions for facilitating innovative work behavior.
“…This study also provides external validity to psychological capital by conducting research in an eastern context, as the construct is developed and primarily tested in a Western context. Individual’s traits, styles and skills may effect innovative work behavior like problem-solving style (Scott & Bruce, 1998), self-leadership competencies (Carmeli, Meitar, & Weisberg, 2006), self-esteem and perceived insider status in the organization (Chen & Aryee, 2007), personality (Sung & Choi, 2009), proactivity (Kim, Hon, & Lee, 2010), expected positive performance outcomes (Yuan & Woodman, 2010), and commitment (Jafri, 2010). This study advances the literature by adding psychological capital as another crucial individual-level factor for innovative work behavior.…”
This paper examines the relationship between bi-directional work–family enrichment, psychological capital, and supervisor support in promoting innovative work behavior. We hypothesized that work-to-family enrichment and family-to-work enrichment would have a positive relation with psychological capital. Further, we examined that psychological capital would mediate the relationship between (i) work-to-family enrichment and innovative work behavior, and (ii) family-to-work enrichment and innovative work behavior. We also studied the role of supervisor support as a predictor or moderator for catalyzing innovative work behavior. Data were collected through questionnaire survey from 398 service-sector employees. We analyzed the data using structural equation modeling. Building on the theoretical foundation of broaden-and-build theory, we establish that both work-to-family enrichment and family-to-work enrichment were positively related to psychological capital. Psychological capital fully mediated between bi-directional enrichment and innovative work behavior. Supervisor support was directly related to innovative work behavior. We also suggest interventions for facilitating innovative work behavior.
“…Amo and Kolvereid (2005) pointed out that employees' intrapreneural personality has a significant impact on innovative behaviour. Chen, Wu and Chen (2010) found that three personality traits -agreeableness, extraversion and openness to experience -positively correlated with idea generation and idea promotion stages of innovative employee behaviour.…”
Section: Enabling Academics' Innovative Capabilities For Sustainable mentioning
An extensive research and awareness about the role of innovation at education exist, but insight is missing regarding an individual frame of innovation of how to empower an individual towards life-long innovation activities. There is no adequate model that provides a holistic approach to innovation in academic institutions.This article explores multiple innovation issues culminating in the development of a model for innovation from an individual perspective.This article argues that awareness and the dynamics of individual innovation is missing in academic environments. Academics' engagements in innovation endeavours are scarce; there are visible symptoms of deeply embedded social, institutional, cultural and individual factors of innovation. This requires a holistic approach in innovation research.Awareness of an individual's potential and his/her innovation development cycles, external and internal dynamics can contribute to multiple innovation sustainability. These are pillars of the ORED model (observation, revelation, exploration, design) and ever expanding cycles for innovation.
“…It is very tough to meet these transformational challenges (Chen et al, 2010), and even harder to sustain the position and maintain the standard in this competitive environment (Singh & Singh, 2010). Services organizations are the substantial globally, and health organization have top priority from all services organizations worldwide because they deal with the health of humans.…”
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