Innovation in times of pandemic: The moderating effect of knowledge sharing on the relationship between COVID‐19‐induced job stress and employee innovation

Abstract

The goal of this study is to examine knowledge sharing as a boundary condition under which employee innovation can be enhanced in response to the job stress induced by the COVID‐19 pandemic. We argue that when stressed employees share knowledge, they can expand their knowledge base and thereby enhance their innovative potential. Consistent with our hypothesis, multiple regression analysis results based on a sample of 61 R&D employees of UK and US technology‐based firms show that knowledge sharing moderated the relationship between COVID‐19‐induced job stress and employee innovation, such that the relationship was negative when knowledge sharing was lower but became positive when knowledge sharing was higher. These findings highlight the importance of investing in knowledge‐based resources to promote innovation behavior at work during a pandemic.

Leading Innovative Work-Behavior in Times of COVID-19: Relationship Between Leadership Style, Innovative Work-Behavior, Work-Related Flow, and IT-Enabled Presence Awareness During the First and Second Wave of the COVID-19 Pandemic

“…The COVID-19 pandemic has completely shifted the circumstances in which organizations operate. An organization’s capability to innovate is, therefore, particularly important during this time, not only to ensure its short-term survival, but also its long-term positioning ( Montani and Staglianò, 2021 ). Innovation on an organizational level is largely driven by the innovative work-behavior of its own employees ( Liu et al, 2017 ) and their perceptions thereof ( Janssen, 2000 ).…”

“…However, the restrictions and stringencies that have been imposed by national governments to avoid the risk of infection with the coronavirus may have affected employees’ innovative work-behaviors ( Kapoor et al, 2021 ). Aside from the communication challenges that arise resulting from remote working ( Martins et al, 2004 ), employees may feel uncertain due to the changes caused by the pandemic which may have hampered their innovative work-behavior ( Montani and Staglianò, 2021 ).…”

“…Another benefit is that higher degrees of work-related flow can lead to higher energy and allow employees to recover energy quicker ( Demerouti et al, 2011 ). This might be exceptionally relevant in the current situation, as the restrictions imposed in response to the COVID-19 pandemic could impede employees’ energy levels and, therefore, their innovative work-behavior ( Montani and Staglianò, 2021 ).…”

“…Leadership is shown to be a crucial factor in innovative work-behavior as leaders shape the working environment, allocate resources, and influence employees’ innovative work-behaviors by controlling, motivating, and inspiring them ( Lee A. et al, 2020 ). The importance of leadership may even be amplified by the current COVID-19 pandemic, as employees who are forced to work virtually might not know how to act and need guidance to adapt to the new work-situation ( Carnevale and Hatak, 2020 ; Montani and Staglianò, 2021 ). The question, therefore, arises how leaders have responded to the new situation, as virtual working may have changed the relationships between leaders and employees, and among employees, since it is harder to control and motivate employees directly ( Peters et al, 2016 ).…”

The Effect of Knowledge, Attitudes, and Practices of Korean Correctional Officers about COVID-19 on Job Stress

“…Correctional officers experience various job stresses due to their interactions with prisoners, physically, mentally, administratively, and legally [4], and the increase in prisoner management tasks due to COVID-19 will cause an increase in job stress. However, if the level of job-related COVID-19 knowledge increases, the employee's ability to control his work environment will improve, so his ability to manage his job stress and reduce tension will improve, as will his job performance [22]. Therefore, to improve job performance, ways to improve employees' knowledge about COVID-19 at the national level must be found by creating a work environment that can improve work-related knowledge about COVID-19 in special circumstances such as the outbreak of infectious diseases.…”