The topic of innovative work behavior has recently received an increased amount of attention due to a highly competitive, complex, and dynamic economic environment. This paper examines the effect of the leadership styles (transformational and transactional) on innovative work behavior. Moreover, the study explores moderation effects of internal and external locus of control in the relationship between transformational and transactional leadership and innovative work behavior. The findings indicate the importance of alignment of the transformational and transactional leadership styles with employees’ locus of control while aiming to transform organizational and individual resources into innovative outcomes. More specifically, the results show that contingent reward has stronger relationship with internal locus of control, whereas passive management by exception has stronger relation to external locus of control proving that enhancement of external employee motivation may boost employee innovative work behavior. Therefore, this study confirms that different leadership practices show specific linkage to certain locus of control type subordinates, meaning that their effectiveness can rise, if applied to this specific type of individuals. The research contributes to the existing knowledge of leadership styles and locus of control role in managing innovative work behavior and overall to the knowledge about how innovation can be managed in modern organizations.

Real estate investments become more and more popular form of investing in Lithuania. Prime reasons for this are relatively cheap financing, growing income of residents and growing economy in general. Investments into residential real estate represent the most popular type of real estate investment among individual investors. When buying a residential unit with the purpose of value appreciation and income generation, individual investors often overlook major value drivers for real estate investments in a long run. Overconfidence, normalcy bias, expectation bias, bandwagon effect and other cognitive biases in decision making may lead to overvaluation of particular investment, general growth of demand and, finally, prices of real estate. The paper discusses major value drivers of residential real estate and major risks when investing into residential property, with special attention to low financial literacy of market participants, major cognitive decision making biases and limited knowledge how real estate market operates in general.

Subject area Social science, Organizational behaviour. Study level/applicability The case is intended for bachelor or master level students as a part of HRM and OB curriculum and in particular organizational culture and change management topics as well as talent selection and innovation issues in the organization. Case overview Adform, a fast-growing global ad-tech company, is well-known in the market as a workplace that nurtures creativity and innovation. Recently recognized as the Aon Employer of the Year 2016 in the Baltic States by OVC, the company strives to maintain the position and remain an attractive place to work at. However, when both the sector and the company is growing fast, it becomes a challenge to sustain corporate culture and implement shared values in daily activities. Creative and innovative employees are in high demanded in the whole ad-tech sector and competition for the best professionals is inevitable. The key issues Anna, head of HR Strategic initiatives, is facing to present are as follows: How to attract and retain the best talent in a highly competitive labour market? How to maintain corporate culture that promotes innovative thinking when the company is growing fast and the sector is developing even faster? How to manage conflicts between personal and corporate values when employees are in high demand in the market? The case is structured from three different perspectives – newly employed professional Simon, experienced Adformers Ingrid and Martin, and Human Resources department specialists Anna and Sandra – everyone has different challenges and issues to solve; however, they share common values and beliefs, which form a sound base for decision-making and prove the importance of corporate culture as a strong management tool at Adform. Expected learning outcomes Expected learning outcomes are as follows: to understand major components of corporate culture and its role in an organisation, to gain practice in assessing corporate culture and its types; to understand the role of corporate culture in attracting and retaining talented employees to help company grow and develop; and to recognize challenges a company may encounter sustaining a strong corporate culture in a fast-growing sector and to analyse means of strong culture maintenance. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 6: Human Resource Management.

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