A Three‐way Interaction Model of Innovative Behavior, Task‐Related Learning, and Job Characteristics

Cangialosi, Nicola; Odoardi, Carlo; Battistelli, Adalgisa

doi:10.1002/piq.21322

Cited by 14 publications

(17 citation statements)

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Section: Advice Network Centrality and Innovative Work Behaviourmentioning

confidence: 99%

“…Novel ideas can fail or be perceived as a threat; for this reason, employees tend to be more innovative when perceiving a safe interpersonal atmosphere (N.R. Anderson & West, 1998; Cangialosi, Odoardi, & Battistelli, 2020a). Holding a central position in an advice network is associated with a greater influence in the workplace (Bono & Anderson, 2005).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

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The social side of innovation: When and why advice network centrality promotes innovative work behaviours

et al. 2021

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Drawing from a social network perspective on innovation, this study aims to explore the relationship between advice network centrality, and innovative work behaviour by focusing on the mediating role of voice behaviour and the moderation of organizational tenure. Hypotheses were tested using a sample of 478 employees in an Italy‐based aerospace organization. The results indicated that a central position in the advice network was positively associated with innovative work behaviour and that voice behaviour mediated this relationship. Additionally, moderated mediation analysis highlighted that the path between advice network centrality and voice behaviour was stronger for individuals with shorter organizational tenure. These findings offer guidance for organizations that aim to strengthen employee‐driven innovation by highlighting the importance of a social network approach. Several implications for theory and practice are discussed.

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Section: Advice Network Centrality and Innovative Work Behaviourmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

The social side of innovation: When and why advice network centrality promotes innovative work behaviours

et al. 2021

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“…Slemp et al (2015) menyebutkan bahwa atasan memiliki peran penting dalam memunculkan perasaan didukung untuk tindakan inisiatif pada karyawan. Adapun yang dilakukan atasan untuk memotivasi karyawan melakukan perilaku inovatif yaitu dengan memberikan dukungan otonomi (Cangialosi et al, 2020;Garg & Dhar, 2017;Jaiswal & Dhar, 2017) melalui gaya kepemimpinannya (Slemp et al, 2015(Slemp et al, , 2018.…”

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“…LAS merupakan gaya kepemimpinan atasan yang mendukung dan memunculkan motivasi karyawan (Slemp et al, 2018) ditandai dengan upaya pemimpin untuk mendukung perspektif karyawan, memberikan peluang untuk pilihan dan masukan, mendorong inisiatif dari diri karyawan (Baard et al, 2004). Studi sebelumnya menunjukkan bahwa adanya hubungan positif antara dukungan otonomi dari atasan terhadap perilaku inovatif (Cangialosi et al, 2020;Slatten et al, 2020). LAS dapat menyebabkan munculnya perilaku inovatif karyawan, karena memberikan rasa kebebasan, tanggung jawab, kendali pada pekerjaan, dan stimulasi untuk melakukan pekerjaan (Cangialosi et al, 2020;Sia & Appu, 2015).…”

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“…Studi sebelumnya menunjukkan bahwa adanya hubungan positif antara dukungan otonomi dari atasan terhadap perilaku inovatif (Cangialosi et al, 2020;Slatten et al, 2020). LAS dapat menyebabkan munculnya perilaku inovatif karyawan, karena memberikan rasa kebebasan, tanggung jawab, kendali pada pekerjaan, dan stimulasi untuk melakukan pekerjaan (Cangialosi et al, 2020;Sia & Appu, 2015). Selain itu, karyawan dengan dukungan otonomi akan memiliki inisiatif dan bekerja lebih fleksibel, merasa bebas melakukan eksplorasi, sehingga perilaku inovatif mereka akan muncul dibandingkan dengan karyawan yang tidak mendapatkan dukungan otonomi dari atasannya (Cangialosi et al, 2020;Theurer et al, 2018;Wang et al, 2020).…”

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Ulfa¹,

Salendu²

2021

jip

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Abstrak. Penelitian ini bertujuan untuk menguji efek moderasi dari ambidextrous organization culture pada hubungan antara leader autonomy support dengan innovative behavior. Penelitian ini mengambil data melalui survei online dengan karakteristik bekerja di Jakarta dengan masa kerja minimal 1 Tahun (N=117) yang dipilih berdasarkan teknik convenience sampling. Penelitian ini menggunakan teknik analisa data moderation model (PROCESS model 1) dengan menggunakan program SPSS. Hasil penelitian menunjukkan bahwa leader autonomy support dan innovative behavior berkorelasi positif (r = 0.410, p < 0.01) dan terdapat pengaruh signifikan leader autonomy support terhadap innovative behavior (Sig. 0.000 <0.05; R Square 0.257; β = 0.5072). Sedangkan ambidextrous organization culture signifikan memoderasi pengaruh leader autonomy support terhadap innovative behavior (Sig 0.0025< 0.005). Kata kunci: ambidextrous organization culture, innovative behavior, leader autonomy support

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The nexus of job resources and turnover intentions with the mediating role of employees’ work engagement in the hospitality industry

Naveed

Zia²,

Cangialosi

2022

CBTH

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Purpose Employees turnover is considered a prevailing worldwide problem (Vasquez,2014). This study aims to test the impact of job resources on employees’ work engagement and turnover intentions of different ages, gender and organizational hierarchy. Design/methodology/approach This study used an online survey method using the job demands-resources (JD-R) theory. Data were collected from 408 hotel employees. The analysis was conducted through structural equation modeling. Findings This study finds that job resources positively impact work engagement. Moreover, work engagement negatively influences employees’ turnover intention. In addition, work engagement is found as an underlying psychological mechanism between job resources and turnover intentions. Further, age, gender and organizational hierarchy play a significant role in moderating the relationship between work engagement and turnover intentions. Originality/value This study suggests that job resources can overcome turnover intentions among employees concerning diverse age, gender and organizational hierarchy for reciprocal relationships. Based on JD-R theory, this study empirically tests the neglected role of ages, gender and the organizational hierarchy on employees’ work engagement and turnover intentions in the hospitality sector in a developing country context.

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A Three‐way Interaction Model of Innovative Behavior, Task‐Related Learning, and Job Characteristics

Cited by 14 publications

References 57 publications

The social side of innovation: When and why advice network centrality promotes innovative work behaviours

The social side of innovation: When and why advice network centrality promotes innovative work behaviours

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The nexus of job resources and turnover intentions with the mediating role of employees’ work engagement in the hospitality industry

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