From Job Resources to Idea Implementation: A Moderated Sequential Mediation Model

Abstract

Considering the motivational path of the Job Demands-Resources (JD-R) model, this study investigates a multistep process by which contextual job resources might have an indirect effect on idea implementation. Among 187 shop floor employees of a manufacturing company, we found support for a model whereby job control has an indirect effect, over a 5-month time frame, on idea implementation through employee work engagement and personal initiative. In addition, we found that the indirect effect of job control on idea implementation is stronger when employees have a higher conformity orientation. Support was not found for the hypothesized indirect effect of coworker social support on idea implementation. Our findings support the usefulness of the JD-R theory for understanding how increased idea implementation occurs at work, especially when the additional factors of personal initiative and employee conformity orientation are integrated into the model.

From ideas to innovations: The role of individuals in idea implementation

“…These three components were identified as crucial determinants for the successful completion of implementation activities. Our findings concerning these three components align with established conceptualizations that emphasize the dependence of idea implementation on organizational resources and support (Skerlavaj et al, 2014; Weigt‐Rohrbeck & Linneberg, 2019), individuals' capability to implement innovations (Birdi et al, 2016; Karlsson & Skålén, 2015) and their active involvement in the implementation process (Audretsch et al, 2021; Goepel et al, 2012; Massei et al, 2022). In this section, we discuss we discuss the identified determinants together with the specific individual‐level factors that our review revealed as the most distinctive and impactful for the successful implementation of ideas.…”

“…Personal initiative involves taking an active and self‐starting approach to work and going beyond formal job requirements (Speier & Frese, 1997). Individuals with high personal initiative are more efficient in the idea implementation stage (Audretsch et al, 2021; Goepel et al, 2012; Massei et al, 2022), as they have a higher motivation to realize ideas and are thus able to reach higher levels of innovation performance (Miron et al, 2004). Personal initiative is particularly desirable in ambiguous innovation settings or when organizational culture does not support innovation (Weigt‐Rohrbeck & Linneberg, 2019).…”

“…Idea champions usually solve problems and draw support and resources from extensive networks of contacts within and outside the company (Grosser et al, 2017; Massei et al, 2022; Mura et al, 2013; Weigt‐Rohrbeck & Linneberg, 2019). Networking ability refers to the ability to build and use social networks to initiate change (Baer, 2012) and is important for individuals involved in idea implementation, particularly idea champions (Andersson & Bateman, 2000).…”

“…These skills ensure seamless handling of practicalities and are uniquely related to idea implementation (Birdi et al, 2016 is tacit knowledge obtained through involvement in a company over time (Weigt-Rohrbeck & Linneberg, 2019). Instrumental to the promotion of innovative ideas towards implementation, contextual knowledge provides a systemic view of an organization, including an integrated understanding of organizational strategy (Howell & Boies, 2004;Phil-Thingvad & Klausen, 2021), capabilities (Goepel et al, 2012), norms (Howell & Boies, 2004), procedures (Ng & Feldman, 2013) and motivations of supporters and decision-makers (Massei et al, 2022;Ng & Feldman, 2013). Longer tenured employees who have accumulated more contextual knowledge are generally better able to navigate organizational politics (Ng & Feldman, 2013).…”