Impact of Agile Learning on Innovative Behavior: A Moderated Mediation Model of Employee Engagement and Perceived Organizational Support

Abstract

This study analyzed learning agility, employee engagement, perceived organizational support (POS), and innovative behavior related to the development of innovative environment and the mental and psychological health of employees. A substantial body of research has examined the antecedents of innovative behavior of employees in their work environment, but our current understanding of how learning and motivational aspects of employees synthetically influence the innovative behavior remains incomplete. To address this gap, we developed and tested a moderated mediation model of the relationship between learning agility and employee engagement, POS, and innovative behavior. Following the job-demand resource model, componential theory, and social exchange theory, our postulated model predicted that the mediating effect of employee engagement on the relationship between learning agility and innovative behavior would be moderated by POS. The result of the analysis of the data on 331 corporate employees in South Korea supported this model. Specifically, learning agility was related to innovative behavior, while employee engagement mediated the relationship between learning agility and innovative behavior; POS strengthened the positive effect of learning agility on innovative behavior via employee engagement. We also discuss the implications of the results, future direction, and limitations of this study based on these findings.

Pengaruh Knowledge Sharing Behavior terhadap Innovative Behavior pada Guru PAUD

“…individu yang memiliki keterampilan rendah atau pekerjaan manual rentan digantikan oleh teknologi (Dahlin, 2019). Sebagai pekerja di organisasi pada akhirnya melakukan inovasi, perilaku inovasi individu merupakan prasyarat untuk inovasi organisasi yang sukses (Jo & Hong, 2022). Perilaku kerja inovasi ini sering disebut sebagai innovative behavior.…”

Job Involvement and Innovative Work Behaviour: The Role of Learning Agility as Mediation

“…The four dimensions of LA are directly related to innovative behavior. In particular, mental agility, which is characterized by curiosity and comfort with ambiguity and complexity; people agility, which is related to open-mindedness, flexibility, and communication skills; change agility, which includes experimenting, trying new things, and easily accepting challenges; and result agility, which is related to creating results, can serve as a key resource for innovative behavior (Jo & Hong, 2022). Several empirical studies have shown that LA can increase IWB (Jo & Hong, 2022;Putri & Suharti, 2021;Riswan et al, 2021).…”

“…According to Li et al (2019) IWB contributes to increasing worker innovation and creativity. IWB can be grown by several factors such as learning agility (Jo & Hong, 2022;Putri & Suharti, 2021); employee engagement (Contreras et al, 2022;Ali et al, 2022;Sari et al, 2021;Ranihusna et al, 2021); leader member-exchange and job involvement (Sahaming et al, 2022). Every employee's innovative actions at work can lead to the discovery and introduction of new ideas that are profitable for the organization.…”

“…Employees can utilize LA to create solutions through new innovations based on experience to meet company needs. LA influences IWB (Jo & Hong, 2022;Putri & Suharti, 2021;Riswan et al, 2021).…”

“…Thus, JI represents the degree to which work is central to an individual's self-concept or identity. JI has been conceptualized as the extent to which a person is cognitively preoccupied, engaged in, and concerned with his current job (Sharma, 2016), so that JI can increase employees' LA, but the role of JI in LA and IWB has not been widely explored by academics, because academics have explored a broader framework, namely employee work engagement and its role in improving LA (Taufik et al, 2022;(Taufik et al, 2022;Jo & Hong, 2022).…”