Linking organizational emotional capability to innovation performance in high‐tech innovating firms

Abstract

Previous research on the association between organizational emotional capability and organizational innovation still stays in the conceptual framework stage with inadequate empirical studies. According to affective events theory, this study proposed and examined a multiple mediated moderation model of how emotional capability affects innovation performance. Based on matched multi-source surveys of R&D department managers and employees and employees in 435 Chinese hightech innovating firms, we found that organizational commitment and organizational learning acted as mediators on the relationship between organizational emotional capability and innovation performance, external environmental dynamics moderated the relationship between emotional capability and commitment, external environmental competitiveness moderated the relationship between organizational commitment and learning, and environmental dynamics and competitiveness have a positive joint moderating effect on the relationship between emotional capability and organizational commitment. The findings of this study make essential contributions to the research of organizational capability and innovation in dynamic and competitive environments.

Where there is pressure, there is motivation? The impact of challenge-hindrance stressors on employees’ innovation performance

“…Meanwhile, continuous awareness of learning and sharing can also help employees actively cope with negative emotions. What’s more, emotions are unpredictable ( Sun et al, 2021 ), but it is very important that they need to be regulated. That’s why we suggest that managers establish an “emotional venting zone” in the organization to provide a private place for employees to releasing their negative emotions.…”

“…Second, the challenging stressors are helpful for individuals to improve their income or promote their growth, so they can stimulate positive feelings of individuals and urge them to adopt proactive or problem solving oriented coping strategies. This positive attitude toward challenge stressors not only enables individuals to have positive emotions ( Joseph and Ryan, 2019 ), but also spreads such positive emotions within the organization, which is conducive to the formation of an overall positive emotional atmosphere within the organization ( Sun et al, 2021 ). Finally, challenging stressors help to stimulate individuals’ perception of work emotions, such as concentration and time pressure.…”

“…Positive organizational climate helps employees to resolve the stress and burnout caused by the loss of resources ( Methot et al, 2021 ). In this situation, the high organizational climate enables employees to obtain more support resources from the organization, establish commitment and trust in the organization, and then reduce the possibility of job burnout and turnover, make individuals take a positive attitude to deal with the difficulties in the innovation process, thereby enhancing their innovative performance ( Sun et al, 2021 ). Secondly, the conservation of resource theory holds that the higher the organizational climate, the more original psychological resources the individual employee has, and the stronger the pressure relief ability ( Laeeque et al, 2022 ), help individuals better adjust the relationship between emotional atmosphere and innovation performance, and the positive effect of positive emotional atmosphere on innovation performance increases ( Joseph and Ryan, 2019 ).…”

Green human resource management and sustainable development performance: organizational ambidexterity and the role of responsible leadership

“…In the recruitment and selection stage, GHRM pays attention to the green skills and knowledge reserve of employees (Rayner and Morgan 2018) so as to enhance the green innovation ability of employees in product research and development (Munawar et al 2022). Innovation is the primary source of high-quality enterprise development and plays a significant role in enhancing organizational competitiveness (Makkonen, Johnston and Javalgi 2016;Sun, Li and Liu 2022). Through green knowledge management training, the company's green values can be transferred to employees, and their emotional commitment in environmental management can be enhanced.…”

“…2022). Innovation is the primary source of high‐quality enterprise development and plays a significant role in enhancing organizational competitiveness (Makkonen, Johnston and Javalgi 2016; Sun, Li and Liu 2022). Through green knowledge management training, the company's green values can be transferred to employees, and their emotional commitment in environmental management can be enhanced.…”