Diversity, climate and innovative work behavior

Abstract

PurposeThe purpose of this paper is to extend current discussion on the drivers of innovative work behavior (IWB) by exploring how individual perceived diversities (visible dissimilarity and cognitive group diversity) and climates (team/clan and innovative/entrepreneurial) impact IWB.Design/methodology/approachData had been collected from a cross-national study of working professionals (n = 584) from five different cultural contexts.FindingsFindings of this study indicated that cognitive group diversity mediated the negative relationship between visible dissimilarity and IWB. Further, both innovative/entrepreneurial and team/clan climates moderated the relationship between visible dissimilarity and cognitive group diversity. Such a moderation effect reduced the negative effect that visible dissimilarity had on IWB.Research limitations/implicationsA cross-sectional single-source data set.Practical implicationsFrom a managerial perspective, climates (team/clan and innovative/entrepreneurial) are central for IWB in the diverse (visible and cognitive) working environment. Thus, organizations should pay attention to create a climate (team/clan or/and innovative/entrepreneurial) that reduces the negative impact of perceived diversity in the working environment while supporting IWB.Originality/valueThis study is the first of its kind that is based on social categorization theory, empirically examining how different types of diversity (visible dissimilarity and cognitive group diversity) simultaneously reduce individuals’ IWB. Furthermore, this paper provides insights that climates (team/clan and innovative/entrepreneurial) are crucial for IWB in the diverse working environment.

Entrepreneurial Leadership, Work Engagement, and Innovative Work Behavior: The Moderating Role of Gender

“…The leadership styles can improve work engagement of employees not only directly but also indirectly through increased job resources and decreased job demands (Schaufeli, 2015;Schaufeli and Bakker, 2004). Therefore, entrepreneurial leadership has an impact on work engagement, which can, in turn, develop innovative work behavior (Bani-Melhem et al, 2018;Bogilović et al, 2020).…”

Afghanistan As Potential Business Market: Does Highest Risk With Lowest Opportunity Worthy?

“…Diversity is often associated with negative outcomes such as fewer social interactions and negative team cohesion due to the social categorization (Bogilović et al, 2020). In our case, diversity in cultural, physical, and ethnic measurements among social classes in the Afghan culture.…”

El Compromiso Laboral Y El Comportamiento Innovador De Los Empleados: Revisión De Literatura

“…Por ejemplo, Akram et al (2020), en empresas de telecomunicaciones de China, evaluaron cómo la justicia en la organización puede afectar el comportamiento innovador en el trabajo; encontraron un impacto positivo y significativo, e identificaron que el intercambio de conocimientos es mediador en esa relación. Por otro lado, Bogilović et al (2020) llevaron a cabo un estudio con individuos pertenecientes a diferentes culturas para examinar cómo la diversidad puede afectar el comportamiento laboral innovador. Los autores evidenciaron que existe una relación negativa entre ambas variables.…”

“…Los empleados que están comprometidos son muy importantes para alcanzar una ventaja competitiva, ya que aportan con un valor agregado en las actividades diarias que conllevan al desempeño de una empresa (Oh et al, 2018). El compromiso laboral de los trabajadores se caracteriza por un positivismo constante que se compone de vigor, dedicación y absorción, lo cual puede influir en la innovación (Bakker & Demerouti, 2007) e impulsar el comportamiento innovador (Bogilović et al, 2020).…”