Innovative Behaviour, Trust and Perceived Workplace Performance

Abstract

Building on theories of social exchange, enactment and trust, we provide a theorization of innovative work behaviour at the individual (IB) and team (IBT) levels and explain how desirable performance returns occur for individuals and teams. We further propose that horizontal (between team members) and vertical (between teams and their supervisor) team trust moderate the relationship between IBT and team performance. The results, based on surveys conducted at two points in time in a large insurance company in the Netherlands, show that employees’ IB is positively associated with perceived workplace performance at the individual and team levels and that the effects vary based on the forms of trust at play. Our findings offer important new knowledge about the consequences of entrepreneurship and innovation in the workplace and the significant role that trust plays in enabling such behaviour to promote perceived workplace performance, particularly in the vital financial services sector.

Contextual Determinants of Employee Entrepreneurial Behavior in Support of Corporate Entrepreneurship: A Systematic Review and Research Agenda

“…Current studies of employee entrepreneurial behavior, however, clearly indicate an affinity to associate individual employee entrepreneurial behavior with entrepreneurial orientation. That association in defining its characteristics is very likely to miss or omit a broader series of behaviors unique to the individual employee level and neglect the complexities of specific types of behavior (e.g., those related to innovation alone; see Hughes et al, 2018).…”

“…This suggests that employee's entrepreneurial activity may be different at various organizational-levels (Hornsby et al, 2009;Sieger, Zellweger and Aquino, 2013). Moreover, employee entrepreneurial activity may serve as a form of challenging extrarole behavior (Hughes et al, 2018;Rigtering and Weitzel, 2013) occurring outside of the employee's job scope (Åmo and Kolvereid 2005). In line with Lau et al (2012), de Jong et al (2013) and Shane and Venkataraman (2000) opportunity-seeking view of entrepreneurship, we sought a behavioral-based approach to defining employees' active contribution to corporate entrepreneurship.…”

“…We also included "Organization Studies" and "General Management", and the subject domains of "Organizational Psychology"; and 'HRM" in order to capture relevant studies from these disciplines. These latter two subject areas have a long history of publishing studies attending to topics related to employee entrepreneurial behaviours such innovative work behaviour (Hughes et al, 2018;Woods et al, 2018) and personal initiative (Freese et al, 1997) and the determents of such behaviour's. Finally, we only included studies in journals listed in ABS category 2 or higher journals due to quality considerations.…”

Knowledge Creation and Innovative Behavior in Industry 4.0

“…Innovators in this perspective not only do social networking, or resource networks, but also actively seek new ideas and discuss with individuals who have new insights about business ideas. Meanwhile, according to [12] that for individuals, high levels of innovative levels of behavior within teams improve the performance of their workplaces because they benefit from the collective dynamics created by other team members who are also involved in innovative behavior.…”

Human capital and employee entrepreneurship

“…In addition, an employee's behaviour is motivated by the rewards an employee expects to gain from this behaviour (Blau, 1964). Furthermore, positive social exchange relationships motivate employees to engage in behaviours that reward and reinforce those positive relationships (Cropanzano & Mitchell, 2005;Hughes et al, 2018). Here, rewards are not only economic but can also be socio-emotional.…”