The Employee Relationship Analysis on Innovation Behavior of New Ventures Under the Organizational Psychology and Culture

Abstract

The study aims to explore the psychology and behavior of employees in organizations in enterprise innovation. Based on the human resource management system (HRMS), organizational psychological ownership, and other related theories, the transformational leaders and their advice behavior in start-ups are taken as the research object. The data obtained from the questionnaire as the research samples. Second, the influence and intermediary effect of employees’ organizational psychological ownership on colleagues, leaders, and the whole enterprise are discussed, and the corresponding conclusions are drawn. The results show that the path coefficients of transformational leaders of start-up enterprises for employees’ advice to their superiors and their peers are 0.28 and 0.31, respectively, and p < 0.01. Therefore, transformational leadership has a positive impact on both elements. In the relationship between organizational psychological ownership and employee creativity, the r value is 0.34 and p < 0.01. This shows that organizational psychological ownership positively correlates with employees’ creativity. In addition, corporate support can mediate employees’ behavior and psychological ownership in the organization and has a positive correlation in support, identity, and care. Therefore, the impact of organization-employees relations on employees’ innovation behavior is discussed based on organizational psychology and culture, which can improve employees’ subjective initiative for work and provides ideas for the management and development of start-ups.

Tough Love: Impact of High-Performance Work System on Employee Innovation Behavior

“…In the final analysis, organizational innovation ability comes from the innovation ability of its employees ( Getz and Robinson, 2003 ). The construction of an organizational environment will promote the formation of positive attitudes and behaviors of employees and stimulate their autonomy ( Du and Wang, 2022 ), and then increase the possibility of employees producing innovation behavior and other extra-role behaviors. According to social exchange theory, this study believes that there is an exchange relationship between the organization and the employees.…”

The impact of digital empowerment on open innovation performance of enterprises from the perspective of SOR

“…In addition, much of the existing research has been based on employee and organizational identity claims. In addition, most existing research is based on employee and leadership perspectives, and organizational identity generally has a positive effect on innovation performance ( Du and Wang, 2022 ). The higher the organizational identity, the higher the job satisfaction of the individual and the more inclined to defend the organizational interests ( Mesmer-Magnus et al, 2018 ).…”

“…The regulating effect of organizational identity can compensate for the negative impact of disordered organizational climate, and the dynamic and adjustable nature of the circle phenomenon and disordered pattern is thus verified ( Vuori and Huy, 2022 ). The shape ability of organizational identity provides a feasible means for organizations to solve the problem of disorderly patterns ( Du and Wang, 2022 ). The negative effects of digital empowerment are not caused by the limitations of digital technology itself, but rather digital empowerment amplifies the problems in organizational management to a certain extent, and is a contradiction between digital technology and traditional management models.…”

“…. The shape ability of organizational identity provides a feasible means for organizations to solve the problem of disorderly patterns(Du and Wang, 2022). The negative effects of digital empowerment are not caused by the limitations of digital technology itself, but rather digital empowerment amplifies the problems in organizational management to a certain extent, and is a contradiction between digital technology and traditional management models.…”

How leaders' bias tendency affects employees' knowledge hiding behavior: The mediating role of workplace marginalization perception

“…Therefore, the leaders of the organization should show solicitude for the impact of this phenomenon on the organization, give subordinates a sense of procedural fairness, and face the emergence of biased behavior and the emergence of differential order patterns. On the other hand, formulating more reasonable promotion and elimination channels can also effectively restrain the negative effect of the leaders' bias tendency (Du and Wang, 2022).…”