Team-member exchange and innovative work behaviour

Abstract

Purpose In the context of team's influence on its members, this paper aims to investigate the effects of team-member exchange (TMX) on members' innovative work behaviour (IWB). The current study presents a moderated mediation model and examines the mechanisms and conditions involved in TMX-IWB relationship. Design/methodology/approach A quantitative research methodology was adopted where 156 engineering and management students (grouped into 33 teams) were given a task in the form of an assignment to be completed in three weeks’ timeframe. Post task, perceptions about TMX and IWB of members were captured using a questionnaire and the innovative output of each team was assessed using multi-rater technique. Findings Psychological empowerment fully mediates TMX’s effect on team member's IWB. Furthermore, the results indicate that creative self-efficacy moderates the mediated path from TMX to IWB via psychological empowerment. The mediating effect of psychological empowerment is stronger when creative self-efficacy of a team member is higher. Furthermore, the relation between group-level innovative behaviour and the team's innovative output has been established. Originality/value The current research has contributed to the limited literature on team performance and management. This paper has uniquely investigated psychological empowerment in the context of TMX and IWB. The paper has encapsulated the theoretical and practical underpinnings of the mediated effect of psychological empowerment on team members' innovation-oriented behaviour.

Evaluation of psychological empowerment of academics in innovative pedagogical delivery: the role of inclusive leadership and achievement orientation

“…The findings suggest that the relationship between PE and IPD is significant, and thus academics who feel psychologically empowered express this through IPD. This finding aligns with the work of Singh and Sarkar (2019) and Ghosh et al (2019), where structural empowerment and PE, respectively, were found to influence innovative service delivery. However, the result is at variance with the results reported by Asag-Gau and Van Dierendonck (2011) and Wong Humborstad and Perry (2011) on the predictive role of PE on work outcomes.…”

Mapping the scientific evolution of innovative work behavior: a bibliometric analysis of three decades

“…In addition, most papers on IWB are published either in innovation-specific journals, psychology or sustainability journals, and the European Journal of Innovation Management leads the portfolio. Concerning the study design, majority of the researchers have used structural equation modeling for data analysis (Afsar et al , 2021; Ghosh et al , 2019; Grošelj et al , 2021). The coauthorship analysis has shown that the IWB research is scattered across nations, and interesting trend to note is that authors from developing nations are frequently collaborating with authors from the developed world.…”

“…Meanwhile, adopting new methods for creating new products and services is what we mean when talking about innovation. To survive global competition and uncertain business environment, modern organizations are required to constantly make innovations (Ghosh et al , 2019). In this rapidly changing environment, employees’ IWB is considered a foundation among the numerous types and degrees of innovation because it is the individuals that develop the ideas (Masood and Afsar, 2017).…”

Bagaimana Persepsi Dukungan Organisasi dan Perilaku Kerja Inovatif Saling Terkait? Peran Mediasi Keterlekatan Kerja

“…Faktor pada level organisasi di antaranya, praktik sumber daya manusia (Ma Prieto & Pilar Pérez-Santana, 2014), iklim organisasi (Basu, 2017, dan tuntutan pekerjaan (Dediu, Leka, & Jain, 2018). Pada level kelompok di antaranya, pertukaran anggota kelompok (Ghosh, Bharadwaja, Yadav, & Kabra, 2019), pertukaran pemimpin-anggota (Saeed, Afsar, Cheema, & Javed, 2019), dan gaya kepemimpinan (Khan, Aslam, & Riaz, 2012). Faktor dari level individu seperti keterikatan kerja (Jason & Geetha, 2019;Park, Song, Yoon, & Kim, 2014), kepercayaan (Agarwal, 2014;Kim & Park, 2017), dan creative self-efficacy (Afsar & Masood, 2018;Li, Liu, Liu, & Wang, 2017).…”