2022
DOI: 10.3389/fpsyg.2022.1014195
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Employee innovative behavior and workplace wellbeing: Leader support for innovation and coworker ostracism as mediators

Abstract: IntroductionMost previous studies focused on the antecedents of employee innovative behavior but rarely examined the outcomes of employee innovative behavior. Moreover, previous studies ignored the relationship between employee innovative behavior and workplace wellbeing. Based on social comparison theory and social exchange theory, this study introduces coworker ostracism and leader support for innovation as mediating variables to explore the “double–edged sword” effect of employee innovative behavior on work… Show more

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Cited by 12 publications
(10 citation statements)
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“…Hence, more presenteeism has been mentioned by large values. To determine the innovative attitude of employees, Albort-Morant developed a questionnaire that consisted of 21 items with a Cronbach’s coefficient of 0.91 [ 37 ]. An employee’s innovative work behavior can be classified into three categories depending on how they operate: the innovation system (10 items), the competitors and technology (7 items), and new services (4 items).…”
Section: Methodsmentioning
confidence: 99%
“…Hence, more presenteeism has been mentioned by large values. To determine the innovative attitude of employees, Albort-Morant developed a questionnaire that consisted of 21 items with a Cronbach’s coefficient of 0.91 [ 37 ]. An employee’s innovative work behavior can be classified into three categories depending on how they operate: the innovation system (10 items), the competitors and technology (7 items), and new services (4 items).…”
Section: Methodsmentioning
confidence: 99%
“…Employees who are psychologically motivated and enabled will have a stronger willingness and desire to express purposeful behaviour (Spreitzer, 1995; Thomas & Velthouse, 1990). On the pretext of the Social Exchange Theory, it has been addressed in research as to how individuals seek support from their supervisors for facilitating an innovative work environment in exchange of favourable performance outputs to the organisation (Wang et al, 2022).…”
Section: Linkage Between Innovation and Employee Engagementmentioning
confidence: 99%
“…Employee performance can be significantly impacted by an innovative workplace culture. As individuals within an organisation are encouraged to think creatively and challenge the status quo, they tend to become more engaged, efficient and productive (Wang et al, 2022). This, in turn, directly translates into overall organisational productivity and efficiency, significantly improving the company’s competitive standing in the market.…”
Section: Introductionmentioning
confidence: 99%
“…COBSBs requires FSEs not only follow the job descriptions to deliver quality customer service, but also engage in internal and external extra-role behaviors. To stimulate such behaviors, leaders have to take more efforts in building a more motivated work environment (Wang et al, 2022). To the best of our knowledge, only three papers have detected the impacts that spiritual leadership has on FSEs’ COBSBs from the perspective of workplace spirituality (Bayighomog & Arasli, 2022; Bayighomog & Araslı, 2019; Farmanesh et al, 2021), more attention is called for further investigation on this issue.…”
Section: Introductionmentioning
confidence: 99%