This paper examines the mechanisms through which employees’ perception of rewards influences their radical innovation. The paper develops and empirically tests a model proposing that perceived rewards influence radical innovation via the mediating mechanisms of knowledge acquisition and knowledge sharing. Data from three Indian manufacturing companies were collected using a questionnaire. Responses from 235 employees were analysed (using structural equation modeling via AMOS27) to examine the links between perceived rewards, knowledge sharing, knowledge acquisition, and radical innovation. The findings showed that: 1) perceived rewards had positive and significant relationships with radical innovation, knowledge acquisition, and knowledge sharing; 2) knowledge acquisition had a positive and significant relation with radical innovation, but knowledge sharing was not significantly related to radical innovation; and 3) knowledge acquisition mediated the relationship between perceived rewards and radical innovation. No support was found for the mediating role of knowledge sharing in radical innovation. The paper examines the overlooked role of perceived rewards in facilitating knowledge behaviours and radical innovation. In addition, the practices examined in the model are assessed as perceived by employees, rather than as perceived or intended by managers.

The purpose of this paper is to study the effect of performance-based rewards on radical innovation. In doing so, it explores the role of knowledge acquisition and innovative work behavior (IWB) as possible mechanisms that underlie the relationship between performance-based rewards and radical innovation. The subsequent effect of IWB on promoting radical innovation is explored. The study employs data from 235 unit managers in manufacturing and technology firms in Jordan. Structural equation modeling was used to test for reliability, validity, and the hypothesized relationships. The results indicate that performance-based rewards positively affect knowledge acquisition. In addition, knowledge acquisition mediates the link between performance-based rewards and IWB. IWB is also significant and positive in promoting radical innovation. This paper is one of the first to examine how radical innovation can be promoted through IWB. It offers insights into and contributions to the literature on the role of performance-based rewards in driving radical innovation through the mediating effect of knowledge acquisition and the subsequent impact of IWB on radical innovation.

PurposeThis study aims to lay the groundwork for the potential application of value management (VM) in construction projects. This paper presents a critical review on the status of VM in a developing country and highlights the role of perceptions on critical success factors (CSFs) for the phases of VM studies, as the participants in a VM study should consider CSFs tailored to the local context.Design/methodology/approachA series of interviews and a questionnaire were conducted to understand the drivers, perceptions, barriers, and CSFs of VM in the Jordanian construction industry. Although descriptive statistics were used to analyze the status of VM, a structural equation modeling (SEM) approach was adopted to highlight the interrelationships between perceptions and the CSFs of the three phases of VM (i.e. pre-workshop, workshop, and implementation).FindingsThe descriptive analysis revealed conflicting viewpoints for perceptions and drivers. Most practitioners acknowledged little awareness of VM phases, and the SEM results indicated that perceptions of VM, in terms of its capacity in improving the scope and objectives of the project, and reducing overall costs, most strongly influenced the CSFs of the implementation phase in terms of support and clear plan for implementation, and had the least influence on the pre-workshop phase. Further, the perceptions had a moderate effect on the CSFs of the workshop phase and it tended to be positive, highlighting the importance of function analysis in this phase.Originality/valueThis is the first study to reveal the status of VM in Jordan in terms of adoption, drivers, perceptions, barriers and CSFs; no prior studies have investigated how perceptions can affect the CSFs of each phase of VM and the endorsement of VM by the construction industry. The contributions of this study include linking the perceptions of construction professionals with the CSFs of VM.

PurposeThe aim of this paper is to study and empirically test the relationship between employees' perceptions of the two motivation-enhancing human resource management (HRM) practices of reward and performance appraisal and both incremental and radical innovation. The paper examines whether innovative work behaviour (IWB) mediates the hypothesised relationship.Design/methodology/approachData were collected from 313 unit managers in manufacturing, pharmaceutical and technology companies in Jordan. Structural equation modelling (SEM) using AMOS v27 was employed to analyse the data and test the hypotheses.FindingsThe study finds that employees perceive rewards to be significant and to directly influence incremental and radical innovation. Additionally, employees perceive that performance appraisal to be significant for incremental innovation. The study also finds that IWB mediates the relationship between rewards, performance appraisal and incremental and radical innovation. No support was found for the impact of performance appraisal on radical innovation.Originality/valueDistinctively, this paper considers both incremental and radical innovation in studying the link between HRM practices and innovation. It also takes an intra-organisational perspective by considering employees' perceptions of rewards and performance in fostering innovation. Additionally, it assesses the impact of IWB in mediating the relationship between rewards, performance appraisal and innovation. IWB is rarely empirically studied in the HRM–innovation link specifically when linked with radical and incremental innovation.

The aim of this paper is to study the role of the motivation-enhancing human resource management practices of performance-based rewards and developmental performance appraisal in fostering innovative work behaviour (IWB). Furthermore, the paper considers the mediating roles of affective commitment and knowledge sharing in this relationship. The data was collected using a survey questionnaire from 235 unit managers working in technological, pharmaceutical, banking and manufacturing firms in Jordan. Structural-equation modeling using AMOS27 was employed to analyze the data. Findings indicated that performance-based rewards and developmental performance appraisal both have significant effects on affective commitment and knowledge sharing and that there is a direct and significant impact of performance appraisal on IWB. Affective commitment was found to mediate the relationship between rewards, performance appraisal and IWB. No support was found for the direct impact of rewards or knowledge sharing on IWB.