Predicting Innovative Work Behaviour in an Interactive Mechanism

Abstract

The purpose of this paper is to investigate the impacts of employees’ creative self-efficacy (CSE) and creative self-identity (CSI) on their innovative work behaviour (IWB), with the indirect effects of creative process engagement (CPE) and creative climate (CC). Following the deductive reasoning approach, the study was conducted on IT-based firms in Bangladesh. A total of 348 surveys were collected using a multi-item questionnaire. The collected data were then analyzed using structural equation modeling (SEM). The study reveals a significant relationship between CSE and IWB, and CSI and IWB. It further explores the significant mediating effects of CPE and the moderating effects of CC on CSE and IWB, and CSI and IB, relationships. Based on the premise of interactionist perspectives on creativity, this study contributes to the literature proposing a distinctive model comprising five variables to investigate employees’ IWB from a multi-level perspective. This integrated model, using predictors from multiple levels, supports the theoretical assumption that IB results from employees’ CSE, CSI, and, finally, CPE. Distinct from the other literature, the study also portrays the moderating and mediating impact of CC and CPE simultaneously.

A Social Resources Perspective of Employee Innovative Behavior and Outcomes: A Moderated Mediation Model

“…In turn, facilitated by leaders, employees can better participate in innovative processes either by leveraging existing individual resources or developing new ones [63]. General individual resources include knowledge and thinking skills [15], motivations [15,66], creative self-efficacy [67,68], and creative identity [69,70], among others. Extant research has consistently demonstrated that with supervisor support, employees can better leverage personal resources to achieve innovation [66,71,72].…”

Employee engagement and open service innovation: The roles of creative self-efficacy and employee innovative behaviour

“…Finally, scholars' research shows that high creativity and selfefficacy will promote innovative work (Newman et al, 2018;Lee et al, 2019), and self-efficacy and creative self-identity will promote employees' innovative work behaviour (Afrin et al, 2022). In the role of innovative self-efficacy, employees with enthusiasm, joy and inspiration express positive feelings and provide innovative ideas to improve service, reflecting their respect for the organization (Judge et al, 2015;Madrid and Patterson, 2022).…”