Curvilinear relationships between role stress and innovative performance: Moderating effects of perceived support for innovation

Abstract

Curvilinear relationships between role stress and innovative performance were explored in a study conducted in Taiwan and mainland China. Results showed that when perceived support for innovation was low, role conflict showed a U-shaped relationship with both self-rated and supervisor-rated innovative performance, which contrasts sharply with the well known inverted U-shaped relationship between challenge stress and performance. Role ambiguity showed a similar but weaker pattern with regard to supervisor-rated innovative performance. When perceived support for innovation was high, role conflict showed a generally positive relationship with both self-rated and supervisor-rated innovative performance, but role ambiguity showed no significant relationship with supervisor-rated innovative performance. Theoretical and applied implications of these findings are discussed.

Exploring the nonlinear relationship between challenge stressors and employee voice: The effects of leader–member exchange and organisation-based self-esteem

“…Findings are consistent with prior research that the nonlinear relationship between stressor and outcome variables is moderated by organisational contextual variables (Janssen, 2001;Leung et al, 2011). The results that leader-member exchange moderates the relationship between challenge stressor and voice may help to integrate the two competing mechanisms (i.e.…”

“…However, evidence in stress literature has shown that contextual variables can moderate the inverted U-shaped relationship between challenge stressor and outcome variables (Leung, Huang, Su, & Lu, 2011). For example, Janssen (2001) showed that the inverted U-shaped relationship of job demands with innovative performance was only found in the condition of low perceived injustice.…”

“…Employees who enjoy high quality leader-member exchange tend to exchange more resources and support with their supervisor (Graen & Uhl-Bien, 1995), and it can be considered as a kind of social support that may buffer the negative effects of challenge stressor (Graen & Uhl-Bien, 1995;Restubog, Bordia, Tang, et al, 2010). Evidence from Leung et al (2011) shows that when employees perceive support, the negative effect of stressor tends to be nullified.…”

Envisioning, Planning and Innovating: A Closer Investigation of Proactive Goal Generation, Innovative Work Behaviour and Boundary Conditions

“…The unidimensionality of innovative work behaviour has been confirmed in a number of studies (e.g. Battistelli et al 2013a, b;Leung et al 2011).…”

Employees' concerns about change and commitment to change among Italian organizations: the moderating role of innovative work behavior

“…For example, Janssen (2000) found a positive relationship between job demands and innovative work behavior when employees perceived high effort-reward fairness. Similarly, Leung, Huang, Su and Lu (2011) found that when perceived support for innovation was high, role stress (operationalized in terms of role conflict and role ambiguity) was positively associated with individual innovative performance. Overall, these findings suggest that when some contextual characteristics are met, employees can use efficient strategies as a mechanism to successfully face job-related demands.…”