How and when high-involvement work practices influence employee innovative behavior

Wang, Zhining; Cui, Tingwei; Cai, Shaohan; Ren, Shuang

doi:10.1108/ijm-11-2020-0531

Cited by 17 publications

(12 citation statements)

References 45 publications

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“…The authors demonstrate that cultural intelligence does have an impact on innovative work behavior, and interpersonal trust and engagement act as partial mediators on that relationship. Furthermore, Wang et al (2022) show how high-involvement work practices (empowerment of employees) impact the innovative work behavior. Similarly, Datta et al (2021) demonstrate that human resource management practices can boost the talent of workers, hence increasing innovation at work.…”

Section: Innovative Work Behaviormentioning

confidence: 99%

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

Pinela¹,

Guevara²,

Armijos³

2022

IJEBA

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Purpose: This research examines the effect of entrepreneurial leadership on innovative work behavior and the mediation of work engagement in that relationship. Additionally, it evaluates the moderation of gender in this relationship. Design/Methodology/Approach: We use data from medium-sized companies in Guayaquil and Quito in Ecuador. Through the use of a structural equation model, we analyze the mediating effect of work engagement in the relationship between entrepreneurial leadership and innovative behavior and the moderating role of gender. Findings: The results show that entrepreneurial leadership has a significant positive impact on innovative behavior. Likewise, we find evidence for a significant mediation effect of work engagement in the relationship between entrepreneurial leadership and innovative work behavior. Additionally, gender moderation is verified, showing that the impact of entrepreneurial leadership on innovative behavior is stronger in women than in men. Originality/value: This study proposes a new model considering three constructsentrepreneurial leadership, work engagement, and innovative work behavior-which will serve future research on these topics. With these findings, we contribute new knowledge to both the scientific community and the management of firms.

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Section: Innovative Work Behaviormentioning

confidence: 99%

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

Pinela¹,

Guevara²,

Armijos³

2022

IJEBA

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“…The concept of innovative behavior was introduced by Scott and Bruce in 1994, and the literature continues to evolve (De Spiegelaere et al,2014). It is defined as the thoughtful proposal and application of new and improved ideas, processes, practices, and policies for organizational effectiveness, business success, and long-term sustainability (Wang et al,2022).…”

Section: Innovative Behaviormentioning

confidence: 99%

The Relationship between Open-Book Management and Innovative Behavior for demonstrators and lecturer assistants in Mansoura University

Maisarah¹,

Hassan

Elsetouhi³

2023

المجلة العلمیة للدراسات والبحوث المالیة والتجاریة

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This study aims to examine the effect of the dimensions of Open-Book Management (OBM), named Employee Empowerment, Employee Training, Sharing Information, and Employee Rewarding System on Innovative Behavior for Demonstrators and Lecturer Assistants in Mansoura University. The questionnaire was used as a data gathering tool in this study. which was directed to 500 demonstrators and lecturer's assistants of Mansoura University. Only 359 questionnaires were statistically valid and free of missing data. Path analysis was employed to test the research hypotheses through Warp PLS 7 program. The study results indicated that there were direct positive significant effects Open-Book Management (Employee Empowerment, Employee Training, Sharing Information, and Employee Rewarding System) on Innovative Behavior.

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“…HPWPs aim to enhance business performance by strengthening employee commitment, empowerment, training, innovative behaviour and technical skills and by improving communication and feedback channels (Ahmad et al. , 2020; Huselid, 1995; Kehoe and Wright, 2013; Uppal, 2021; Wang et al. , 2022).…”

Section: Theory and Study Hypothesesmentioning

confidence: 99%

In prosperity and adversity? The value of high-performance work practices for SMEs under conditions of environmental hostility and social embeddedness

Martínez-del-Río

Pérez‐Luño²,

Bojica³

2022

IJM

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PurposeTaking a resource-based view, the authors analyse the effect of high-performance work practices (HPWPs) on the performance of small- and medium-sized enterprises (SMEs) under conditions of environmental hostility, and consider how this relationship is influenced by managers' embeddedness in social networks. The authors argue that high perceived levels of environmental hostility strengthen the strategic value of HPWPs in SMEs, whereas high levels of manager embeddedness in social networks weaken this contingent relationship.Design/methodology/approachThese hypotheses were tested in a sample of 249 SMEs, from two Spanish industries related to food production, using linear regression with two- and three-way interaction effects.FindingsThe study results show that the implementation of HPWPs benefits SMEs' performance in hostile environments. However, the dark side of managers' social capital could undermine any such benefit, especially if there is a high degree of network closure. In hostile contexts, such closure appears to limit managers' willingness to depart from the common practice of reducing investment in human resources.Practical implicationsContrary to predominant beliefs that managers facing economic adversity should reduce costs by cutting investment in personnel development, this study indicates that supporting HPWPs enhances a firm's objective financial performance.Originality/valueThis study advances our understanding of the specific conditions under which HPWPs sustain SME performance. It also introduces the dark side of managers' social capital into considerations of this relationship. The study findings provide new insights that are counterintuitive to business practice.

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How and when high-involvement work practices influence employee innovative behavior

Cited by 17 publications

References 45 publications

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

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

The Relationship between Open-Book Management and Innovative Behavior for demonstrators and lecturer assistants in Mansoura University

In prosperity and adversity? The value of high-performance work practices for SMEs under conditions of environmental hostility and social embeddedness

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