Individual and contextual determinants of innovative work behaviour: Proactive goal generation matters

Abstract

This study examines the extent to which proactive goal generation is a self‐regulatory mechanism that explains how individual and contextual factors influence employee innovative work behaviour. Specifically, it is proposed that learning goal orientation (LGO), psychological climate for innovation, and task variety positively and indirectly influence innovative behaviour via proactive goal generation activities, namely envisioning and planning. Additionally, LGO is expected to positively moderate the planning–innovation link. Based on data collected at two points in time on a sample of 107 employees from 12 small Italian enterprises, we found that envisioning and planning mediated the positive impact of LGO, psychological climate for innovation, and task variety on innovative behaviour. Furthermore, the relationship between planning and innovative behaviour was stronger when LGO was higher. Theoretical and managerial implications of these findings are discussed. Practitioner points Individual engagement in proactive goal‐regulatory activities is an important driver of workplace innovative behaviour. It is hence worthwhile for managers to provide employees with practical tools and guidelines to develop their proactive goal‐setting and goal‐planning skills. Learning goal orientation, psychological climate for innovation, and task variety indirectly shape innovative work behaviour by affecting envisioning and planning processes. In order to increase employees' motivation to engage in proactive goal generation tasks, managers should thus promote the development of a change‐oriented work environment, ensure an adequate amount of variety in the execution of work activities, and retain and develop a learning‐oriented workforce. Learning goal orientation is a boundary condition associated with planning's effects on innovative behaviour. Managers should hence emphasize skill development and the use of flexible approaches in the execution of plans and tasks.

Individual Innovation Competence: A Systematic Review and Future Research Agenda

“…Motivation implies a strong emphasis on goals, achievement and value orientation (Montani et al, 2014;Waychal et al, 2011). A high level of motivation may promote a climate in which high-quality solutions are searched for, developed and promoted, leading to innovative results.…”

“…Engagement, as the willingness to accomplish the aim of the process (Waychal et al, 2011), could also belong to the achievement orientation sub-category, but it was paired with motivation following Chell and Athayde's (2011) classification. According to Montani et al (2014), both intrinsic motivation and learning goal orientation are essential to creative idea generation although the latter may potentially have a greater motivational power for boosting individual engagement in both the early and late stages of an innovative activity.…”

“…The studies with no risk of bias included the large-scale quantitative studies in an educational context in which the minimum requirement was < 200 informants (Avvisati et al, 2013;Lindfors & Hilmola, 2015;Vila, Pé rez, & Morillas, 2012) and in an organisational context in which the minimum requirement was < 200 informants (Bjornali & Støren, 2012;Keller, 2012;Montani, Odoardi, & Battistelli, 2014;Vila et al, 2014;Waychal et al, 2011) as well as the qualitative studies with no risk of bias (Chatenier, Verstegen, Biemans, Mulder & Omta, 2010;Chell & Athayde, 2011;Nielsen, 2015).…”

“…The ability to take initiative is defined as seeking an opportunity and is applied to a person who does things before being asked or compelled (Santandreu-Mascarell, Garzon, & Knorr, 2013). Montani et al (2014) defined goal orientation as the attitude towards gaining results or proactive target generation propensity, which is a self-regulatory mechanism involving two distinct goal-directed processes: envisioning (i.e., setting future change-oriented goals) and planning (i.e., defining a roadmap for action to achieve the desired outcomes). Montani et al (2014) studied learning goal orientation within innovation processes and defined it as an emphasis on understanding or mastering new aspects, desiring change-oriented goals and preferring challenging and risky situations that offer new opportunities.…”

“…Montani et al (2014) defined goal orientation as the attitude towards gaining results or proactive target generation propensity, which is a self-regulatory mechanism involving two distinct goal-directed processes: envisioning (i.e., setting future change-oriented goals) and planning (i.e., defining a roadmap for action to achieve the desired outcomes). Montani et al (2014) studied learning goal orientation within innovation processes and defined it as an emphasis on understanding or mastering new aspects, desiring change-oriented goals and preferring challenging and risky situations that offer new opportunities. Change-oriented goals, which tend to be naturally associated with challenging and uncertain ventures such as innovation, are of particular value to persons with a strong learning goal orientation.…”