The Drivers of Employees’ Active Innovative Behaviour in Chinese High-Tech Enterprises

Abstract

High-performance work systems are being increasingly used in organisational management. However, such system development over time has resulted in increasingly complex impacts on employee innovation behaviour. How to stimulate innovation in the technological talent pool of individuals at high-tech enterprises has gradually become a research hotspot. Based on an effective sample of 351 technological individuals from high-tech enterprises in Jiangsu, Zhejiang and Guangdong provinces, this paper discusses the mechanism and boundary conditions of a high-performance work system affecting the active innovation behaviour of such individuals based on self-determination theory. The empirical results show the following: (1) Informational practices and controlled practices in a high-performance work system have mutually exclusive effects on active innovation behaviour, with significant positive and negative effects. (2) The need for autonomy and competence play mediating roles between informational practices and active innovation behaviour; the need for autonomy plays a masking effect between controlled practices and active innovation behaviour. (3) The need for relatedness negatively moderates the effects of a high-performance work system which is focused on the needs for autonomy and competence. The findings reveal the internal mechanism and boundary conditions of high-performance work system influencing active innovation behaviour, which provides a reference for high-tech enterprises to encourage technical talents to innovate, and have important practical significance for improving the core competitiveness of high-tech enterprises.

Examining Entrepreneurial Orientation Among Newbie Entrepreneurs in COVID Pandemic Era based on McClelland's Social Motives

“…It implies that the need for affiliation contributes to the newbies' entrepreneurial orientation. It is in line with the study of some scholars who proved that persons with a high need for affiliation passionately participate in team activities that promote interdependence and collaboration with others (Fan et al 2021;Fischer et al 2019;Royle and Hall 2012;Rybnicek et al 2019). It infers those entrepreneurs need to have the ability to collaborate with their teams to strengthen their new venture.…”

“…They do not select any uncertain situations. Persons with a high need for affiliation passionately participate in team activities that promote interdependence and collaboration with others (Fan et al 2021;Fischer et al 2019;Royle and Hall 2012;Rybnicek et al 2019). People who have a strong feeling of belonging are more empathetic and tolerant of others.…”

Teachers’ Innovative Work Behavior Scale: Psychometric Properties of the Greek Version and Measurement Invariance across Genders

“…Innovative work behavior (IWB) is a differentiated form of creative behavior, since it includes not only the generation, but also the adoption and the implementation of novelty. The importance and the principal merit of IWB is reflected in the growing interest in the contemporary literature, which exhibits international and cross-cultural endeavors, studying the conditions and presuppositions of IWB development (Atatsi et al 2022;Fan et al 2021;Haque and Yamoah 2021;Işık et al 2021).…”

Psychological contract breach and job performance of new generation of employees: Considering the mediating effect of job burnout and the moderating effect of past breach experience

“…Third, more targeted incentives for non-state-owned enterprises may effectively reduce the possibility of psychological contract breach for new generation of employees. Normally, nonstate-owned enterprises respond to and recognize employees' contribution and work performance through various incentives in time (Zhang, 2021), and some high-tech enterprises have even set up incentive mechanisms for new generation of knowledge workers (Fan et al, 2021). By contrast, stateowned enterprises focus more on executive's pay incentives and promotion incentives (Duan et al, 2021), with few incentives for the first line employees and new generation of employees.…”

“…First, previous studies have focused on the negative employee behaviors caused by psychological contract breach (Ma et al, 2019;Samah et al, 2021), and missed the specificity of employees and the difference of past breach experience. Therefore, considering the particularity of new generation of employees in terms of demands (Huang et al, 2015) and psychological construction (Fan et al, 2021), this study actively explored the mechanism underlying the effect of psychological contract breach on work performance of new generation of employees. Moreover, considering that the continuity of past breach experience might impact employee behavior, this study also examined the moderating effect of past breach experience of new generation of employees to expand the research perspective.…”