Innovative IT Use and Innovating with IT:  A Study of the Motivational Antecedents of Two Different Types of Innovative Behaviors

Rahrovani, Yasser; Pinsonneault, Alain

doi:10.17705/1jais.00625

Cited by 14 publications

(13 citation statements)

References 133 publications

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“…Intrinsic motivation does not help students achieve innovative results, which differs from previous studies that concluded that intrinsic motivation is a predictor of innovative behavior and has a significant positive motivational effect on such behavior. [45][46][47] This implies that the transformation of motivation into results requires certain conditions. Intrinsic motivation is a necessary, but not sufficient, condition for innovative achievements, as it also requires students' efforts and implementation, while extrinsic motivation plays a positive role, which is inconsistent with extrinsic motivation affects creativity negatively by reducing intrinsic motivation.…”

Section: Conclusion and Recommendations Theoretical Significancementioning

confidence: 99%

The Influence of Personal Motivation and Innovative Climate on Innovative Behavior: Evidence from University Students in China

Dai¹,

Dai²,

Zhang³

et al. 2022

PRBM

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Drawing on the motivation theory, this study investigated the effect and consequences of personal motivation and innovative climate on innovative behavior among university students in mainland China. The study also examined whether the effect of personal motivation and innovative climate on Chinese university students' innovative behavior is heterogeneous between disciplines and place of residence. Methods: A quantitative study was conducted to test the hypotheses. Data were collected from 245 undergraduate students at Chinese universities with paper-based questionnaires. Self-report scales were used to measure levels of personal motivation, innovative climate, and innovative behaviors. A confirmatory factor analysis was used to test the scale and questionnaire's reliability and validity. The logistic model was applied to analyze the data and test the hypotheses. Results: Personal motivation and innovative climate have significant effects on Chinese university students' innovative behavior. The effect of personal motivation and innovative climate on students' innovative behavior is heterogeneous between disciplines and place of residence. Further, extrinsic motivation serves as a positive incentive. Mentor support, good academic climate, and knowledge sharing affect students' innovative behavior positively. However, insufficient guaranteed resources has a significant negative influence. The data demonstrated no statistically significant difference between intrinsic motivation and students' innovative behavior. Conclusion:This study contributes to the empirical literature on mechanisms that influence innovative behavior by testing the relation between personal motivation, innovative climate, and innovative behavior on the part of Chinese university students. In addition, these findings also provide evidence for ways to improve university students' innovative consciousness and innovative ability, as well as universities' management practice of innovative education.

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Section: Conclusion and Recommendations Theoretical Significancementioning

confidence: 99%

The Influence of Personal Motivation and Innovative Climate on Innovative Behavior: Evidence from University Students in China

Dai¹,

Dai²,

Zhang³

et al. 2022

PRBM

View full text Add to dashboard Cite

show abstract

“…However, despite observations that IT's influence on innovation is nonlinear, most empirical investigations of IT and innovation—especially those in the quantitative, deductive tradition—assume implicitly or explicitly that the relationship between IT and innovation is linear (eg, Chatterjee et al, 2015; Rahrovani & Pinsonneault, 2020; Saldanha et al, 2017, 2020; Tarafdar & Tanriverdi, 2018; Xue et al, 2012). Although these studies provide deep insights into the nature of IT‐enabled innovation, a focus on the nonlinear relationship between IT and innovation would augment their findings and enrich our understanding of IT‐enabled innovation.…”

Section: Introductionmentioning

confidence: 99%

The nonlinear influence of harmonious information technology affordance on organisational innovation

Chatterjee

Moody

Lowry

et al. 2020

Information Systems Journal

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In this study, we investigate the nature of the influence of organisational information technology (IT) on innovation. To examine this relationship, we leverage a fundamental construct: harmonious IT affordance (HITA). HITA is defined as the degree of coalignment between three salient organisational IT affordances, each of which allows an organisation to carry out its most fundamental functions using IT—collaboration, maintenance of organisational memory, and management of organisational processes. We theorize that HITA has a quadratic (U‐shaped) effect on innovation. Our theory proposes that when IT affordances increasingly co‐align (reflected by increasing HITA), the organisation enters a synergistic, virtuous phase that encourages innovation. Counterintuitively, the increasing misalignment of IT affordances can also result in organisational innovation via creative dissonance, which enables organisations to look for opportunities in the presence of misalignment and leverage it to create a synergistic virtuous cycle. We conducted two empirical studies—one with high‐level IT executives knowledgeable about innovation and one with sales and business development executives (who market innovations) knowledgeable about IT—that corroborate our theory. Crucially, if the IT affordances are unrelated (low coalignment, where HITA is close to zero), then innovation does not take place. We thus surmise that the relation between HITA and innovation is quadratic.

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“…First, we controlled for extrinsic motivation (i.e. the individual’s perception of the provision by the company of adequate rewards for solutions selling, measured using a single item), which has been found to increase salespeople’s adoption of new technologies on the job (Rahrovani and Pinsonneault, 2020) [2]. Second, we control for several demographics: experience, age and gender.…”

Section: Methodsmentioning

confidence: 99%

The relationship between digital solution selling and value-based selling: a motivation-opportunity-ability (MOA) perspective

Guenzi

Nijssen²

2022

EJM

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Purpose Value-based selling (VBS) is increasingly a key success factor in business to business (B2B) settings, but its relationship with digital solutions selling (DSS) has not been explored. This study aims to develop a motivation-opportunity-ability (MOA)-based model that shows how an individual salesperson’s task-specific motivation to implement DSS affects personal capabilities to engage in DSS-related internal coordination, customer networking and ultimately VBS behavior. The authors also account for the supervisor’s DSS-focused behavioral control as the opportunity variable, potentially influencing all other variables in the framework. Design/methodology/approach The authors test the model and hypotheses using data of 178 salespeople from a B2B company growing its digital solutions business. Path modeling and SmartPLS software are used to estimate the model. Findings The results demonstrate the key importance of DSS implementation motivation to implement VBS. The findings emphasize the mediating role of salespeople’s ability to collaborate with colleagues and engage in customer networking to configure the right idiosyncratic digital solutions and demonstrate these solutions’ economic value. Supervisors have a fundamental role in directly and indirectly stimulating DSS motivation, DSS-related customer networking ability and VBS. Research limitations/implications The study has several limitations. The authors examined a single company. In addition to internal coordination and customer networking, other relevant abilities of salespeople could be considered as mediators between DSS and VBS. Similarly, other opportunity factors may be analyzed in the future, such as supervisors’ risk orientation and ability to stimulate team spirit. Future research could also investigate other salespeople’s individual talents and additional organizational support variables that predict a salesperson’s behavioral and outcome performance in DSS and VBS. Practical implications Companies willing to adopt VBS should acquire, develop and retain salespeople characterized by strong motivation to implement DSS. Supervisors should adopt a DSS-focused behavioral control, and companies should support supervisors through appropriate training on how to manage detailed feedback to salespeople constructively and sales performance management systems that systematically track DSS-related sales force activities and results. Companies should also facilitate DSS-related teamwork, for example, through team incentives, and DSS-related customer networking, for instance, through appropriate sales enablement platforms and tools. Originality/value The research addresses the communalities and differences between solutions selling and VBS, suggesting a causal relationship. While prior research has analyzed solutions and value mainly as corporate strategies at the organizational level, the current study considers implementation at the individual salesperson level. The study focuses on digital solutions, which are more uncertain and complex to sell than traditional solutions.

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Innovative IT Use and Innovating with IT: A Study of the Motivational Antecedents of Two Different Types of Innovative Behaviors

Cited by 14 publications

References 133 publications

The Influence of Personal Motivation and Innovative Climate on Innovative Behavior: Evidence from University Students in China

The Influence of Personal Motivation and Innovative Climate on Innovative Behavior: Evidence from University Students in China

The nonlinear influence of harmonious information technology affordance on organisational innovation

The relationship between digital solution selling and value-based selling: a motivation-opportunity-ability (MOA) perspective

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