The impact of organisational support, employee creativity and work centrality on innovative work behaviour

Voléry, Thierry; Tarabashkina, Liudmila

doi:10.1016/j.jbusres.2021.02.049

Cited by 53 publications

(72 citation statements)

References 49 publications

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“…First, leaders’ humorous language and behavior can create a favorable environment for employee creativity by building good relationships with subordinates. Employee creative ideas are risky, leader humor helps build an atmosphere that encourages employee innovation ( Lang and Lee, 2010 ; Jiang et al, 2019 ) and motivates employees to take risks in solving problems by creating, sharing, and executing creative ideas ( Janssen et al, 2004 ; Volery and Tarabashkina, 2021 ). Leader humor reduces employees’ concerns about creativity risks ( Carmeli et al, 2010 ) and diverts employees’ attention from risks to opportunities ( Pundt, 2015 ).…”

Section: Theoretical Background and Research Hypothesesmentioning

confidence: 99%

Humor at work that works: A multi-level examination of when and why leader humor promotes employee creativity

Zhang

Yin²,

Akhtar³

et al. 2022

Front. Psychol.

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Although the role of leadership in fostering employee creativity has been extensively studied, it is still unclear whether and how leader humor affects employee creativity. Drawing upon cultural representation theory (CRT), we examined creative self-efficacy as a mediator and traditionality as a situational factor in the relationship between leader humor and employee creativity by analyzing a sample of 306 employees and 88 leaders (paired data) collected through survey questionnaire from firms based in Hubei Province, China, covering the industries of automobile, IT, and medicine. Following the multi-level examination, leader humor was positively related to employee creativity, and creative self-efficacy was found to mediate the impact of leader humor on employee creativity. Furthermore, traditionality moderated the effect of leader humor on creative self-efficacy, as well as the indirect effect of leader humor on employee creativity through creative self-efficacy. This study provides a social psychological explanation for the association between humor and employee creativity, deepens the current understanding of the influence process of leader humor. Finally, the theoretical and practical implications of the study are discussed at the end alongside limitations and recommendations for future research.

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Section: Theoretical Background and Research Hypothesesmentioning

confidence: 99%

Humor at work that works: A multi-level examination of when and why leader humor promotes employee creativity

Zhang

Yin²,

Akhtar³

et al. 2022

Front. Psychol.

View full text Add to dashboard Cite

show abstract

“…Researchers argue that the more complex the structure of an organization is, the less capable it becomes to conduct radical innovation, which inevitably will lead to a significant decrease in its competitiveness (Huvaj and Johnson, 2019). This complexity also negatively impacts the innovative behavior inside the organization (Volery and Tarabashkina, 2021). Therefore, an unsupportive and restrictive organizational and hierarchical structure can cause major obstacles to innovation through a lack of inter-departmental communication.…”

Section: Literature Reviewmentioning

confidence: 99%

Barriers to radical innovation in research institutions in China

Yang

Al-Sayed

2021

IJIS

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Purpose This study aims to develop a better understanding of radical innovation performance and proposes a comprehensive and theoretical model of the barriers impeding radical innovation from the perspective of researchers working in research institutions in China. Both quantitative and qualitative techniques were used to test the hypotheses regarding barriers to radical innovation and the model proposed in this research. Design/methodology/approach The data was collected through questionnaires and semi-structured interviews with researchers from different research institutions across several cities in China. Next, the data was analyzed by deploying the structural equation modeling technique and calculating the statistical significance of correlations, regression and path coefficients among the latent variables. Findings The results indicated the major barriers impeding radical innovation in Chinese research institutes. Based on these findings, suggested policies, regulations and business models are put forward that can promote radical innovation in these institutes through increasing research freedom, enhancing organizational flexibility, attracting talented researchers and expanding research collaboration. Originality/value The research proposes a comprehensive and theoretical model of the barriers impeding radical innovation from the perspective of researchers working in research institutions in China.

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“…Previous research have investigated individual and organizational elements influencing innovative work behavior. Some of the antecedents that were explored in the study included leadership behavior, emotional intelligence, intellectual capital, knowledge sharing, work centrality, self-determined motivation, personorganizational fit, pay justice, and quality culture (Akram et al, 2016;Asurakkody & Kim, 2020;Dincer et al, 2011;Ghani et al, 2009a;Örnek & Ayas, 2015;Saether, 2019;Volery & Tarabashkina, 2021). The influence of promotive and prohibitive voice on innovative work behavior has only been studied by Miao et al, (2020).…”

Section: Introductionmentioning

confidence: 99%

The Effect of Psychological Empowerment on Innovative Work Behavior: The Mediating Role of Employee Voice

Krupah¹

2021

EJBM

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The importance of innovative work behavior cannot be downplayed as it functions as a key variable through which novel ideas translates into innovative outputs enabling businesses to survive and thrive. The study investigated the effect of psychological empowerment on employee innovative work behavior by examining the mediating role of employee voice in Ghana. This was done to address the lack of research on this topic, as well as to contribute to the long-term strategic vision of the government of Ghana and foster innovation in the nation. Data from 200 full-time Ghanaian workers was used in this cross-sectional study. Employing Pearson's correlation, linear regression and SEM, the empirical findings from the study demonstrates that psychological empowerment and employee voice correlates significantly and positively with innovative work behavior. Employee voice (promotive and prohibitive) sustained a favorable impact on innovative work behavior and also mediated the effect of psychological empowerment on employee innovative work behavior. The inference of this research implies that the government of Ghana and employers strengthen programs that integrate practices to increase employee psychological empowerment levels as a way of stimulating higher levels of innovative capabilities and also encourage employee voice primarily for the purpose of communicating ideas for organizational development.

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The impact of organisational support, employee creativity and work centrality on innovative work behaviour

Cited by 53 publications

References 49 publications

Humor at work that works: A multi-level examination of when and why leader humor promotes employee creativity

Humor at work that works: A multi-level examination of when and why leader humor promotes employee creativity

Barriers to radical innovation in research institutions in China

The Effect of Psychological Empowerment on Innovative Work Behavior: The Mediating Role of Employee Voice

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