Innovative Behavior in the Workplace: The Role of Performance and Image Outcome Expectations

Yuan, Feirong; Woodman, Richard W.

doi:10.5465/amj.2010.49388995

Cited by 1,253 publications

(1,456 citation statements)

References 57 publications

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“…Because it requires high-level skills, and because it is mentally challenging, it is likely to drive employees' efforts. It stimulates creative thinking and idea generation (Scott and Bruce, 1994;Yuan and Woodman, 2010) to solve complex problems (Oldham and Cummings, 1996). Meta-analysis shows that job complexity generates individual innovation (Hammond et al, 2011).…”

Section: Job Complexity As a Moderatormentioning

confidence: 99%

“…Individual innovation encompasses generating and promoting creative ideas, and implementing innovations within the work setting ( Janssen, 2005;Scott and Bruce, 1994;Unsworth and Parker, 2003;Yuan and Woodman, 2010). The extent to which this individual innovation is required depends on the job (Farr and Tran, 2008;Shalley et al, 2004).…”

Section: Innovation Requirements and Individual Innovationmentioning

confidence: 99%

“…Innovation requirements express the expected degree of individual innovation (Tsui et al, 1997;Wang et al, 2003). It promotes individual innovation by entailing a broad focus on multiple aspects of work (Scott and Bruce, 1994;Yuan and Woodman, 2010). This reasoning draws on job characteristics theory (Hackman and Oldham, 1980;Morgeson and Humphrey, 2006).…”

Section: Innovation Requirements and Individual Innovationmentioning

confidence: 99%

“…High-innovation requirements imply a broad orientation on multiple aspects of work (Scott and Bruce, 1994;Yuan and Woodman, 2010). This broad orientation is a satisfying aspect of job design and generates beneficial employee outcomes (Hackman and Oldham, 1980) such as proactive and persistent innovation efforts.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

When innovation requirements empower individual innovation: the role of job complexity

Audenaert

Vanderstraeten

Buyens

2017

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Purpose The purpose of this paper is to contribute to the field’s understanding of how to raise individual innovation. Specifically, the authors aim to contribute to an understanding of the interplay of job characteristics and intrinsic motivation for individual innovation. Design/methodology/approach The study uses time-lagged survey data of a public service organization in Belgium. The analyses are based on more than 80 jobs and more than 1,000 employees. Hierarchical linear modeling was adopted to test cross-level hypotheses. Findings Innovation requirements influence individual innovation efforts by psychologically empowering employees, but the extent to which psychological empowerment translates into individual innovation depends on job complexity. Originality/value A more nuanced understanding is developed of when innovation requirements empower individual innovation, by acknowledging the role of job complexity in this relationship. The current findings contribute to a multilevel integrative understanding of the interplay of the job context and intrinsic motivation.

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Section: Job Complexity As a Moderatormentioning

confidence: 99%

Section: Innovation Requirements and Individual Innovationmentioning

confidence: 99%

Section: Innovation Requirements and Individual Innovationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

When innovation requirements empower individual innovation: the role of job complexity

Audenaert

Vanderstraeten

Buyens

2017

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“…through which individual and contextual factors affect individual innovation (Oldham & Cummings, 1996;Yuan, 2005). The lack of research in this area limits our understanding of exactly how and why individual differences and contextual factors are affecting individual innovation.…”

mentioning

confidence: 99%

Explaining factors affecting individual innovation: The case of producer group members in Thailand

Pratoom

Savatsomboon

2010

Asia Pac J Manag

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Individual innovation and its antecedent factors, both at the group and individual level, are becoming a topic of increasing interest to entrepreneurs. However, research on this area has not yet proved adequate. This study aims to develop and test a multilevel model of antecedents of group members' innovation. Constructive culture and knowledge management are treated as group-level antecedents. Creativity and self-leadership are treated as individual-level antecedents. Data are collected from 1,526 group members in 138 producer groups of community products in the Northeast of Thailand. Results indicate that creativity fully mediates the effects of self-leadership, groups' constructive culture, and knowledge management on innovation among group members. Furthermore, constructive culture also moderates the effects of creativity on innovation.

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An Explanatory Model of Job Insecurity and Innovative Work Behavior

Niesen

Witte

Battistelli

2014

Contemporary Occupational Health Psychology

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Innovative Behavior in the Workplace: The Role of Performance and Image Outcome Expectations

Cited by 1,253 publications

References 57 publications

When innovation requirements empower individual innovation: the role of job complexity

When innovation requirements empower individual innovation: the role of job complexity

Explaining factors affecting individual innovation: The case of producer group members in Thailand

An Explanatory Model of Job Insecurity and Innovative Work Behavior

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