Innovative work behavior in SMEs: the role of transformational leadership

Knezović, Emil; Drkić, Amina

doi:10.1108/er-03-2020-0124

Cited by 65 publications

(72 citation statements)

References 67 publications

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“…Innovative behavior, as a single construct, is defined as the behavioral patterns of an employee focused on the development and implantation of novel ideas, adoption of new technologies, and environmental processes to achieve the firm's desired objectives and improve performance to attain substantial growth in competitive markets (Chang et al, 2021). Knezović and Drkić (2020) proposed that employees' innovative behavior may help in increasing the efficacy of SMEs by initiating newness, adoption, and modified firm-based resources. Employees' innovative behavior is significant and essential for SMEs to increase their survival (Blanchard, 2017).…”

Section: Employee Innovative Behaviormentioning

confidence: 99%

Training Perception and Innovative Behavior of SME Employees: Examining the Mediating Effects of Firm Commitment

Jalil¹,

Ullah²,

Ahmed

2021

Sage Open

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Many critical decisions about an employee’s innovative performance are significantly based on the training results, as they are accountable for a variety of behavioral-related consequences. Training is among the most important human resource management strategies. The aim of this study is to examine the relationship between employees’ perceptions of training and their innovative behavior in the Malaysian SME sector, as well as the mediating effect of affective and calculative commitment on this relationship. Structured questionnaires were used to collect the data. A total of 635 employees from 200 SMEs were selected through a stratified random sampling method, and structural equation modeling was applied to test the relationship. The findings of the study supported the hypothesized relationships, as training in Malaysia significantly engaged SME employees in innovative behavior. Furthermore, the study discovered that affective and calculative commitment have partial mediating effects on the association between training and innovative behavior. In the context of the SME sector, theoretical and managerial implications have been addressed. The originality of the study is that it examines the relationship between employees’ perceptions of training and their innovative behavior in SMEs. The relationship was measured using a multidimensional approach in the study. The research also adds to the body of knowledge by identifying the mediating effect of affective and calculative commitment.

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Section: Employee Innovative Behaviormentioning

confidence: 99%

Training Perception and Innovative Behavior of SME Employees: Examining the Mediating Effects of Firm Commitment

Jalil¹,

Ullah²,

Ahmed

2021

Sage Open

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“…Though studies have identified few mediating factors such as organizational support and empowerment (Jung, Chow, & Wu, 2003), follower’s creativity (Gumusluoğlu & Ilsev, 2009), social capital (Cortes & Herrmann, 2019) and organizational learning and culture (Fernandes, Vasconcelos, & Dobelin, 2018; Sethibe, 2018; Tipu, Ryan, & Fantazy, 2012), the literature is still theoretically undeveloped in terms of specifying employee behaviors that facilitate TL to shape innovation. Despite the findings that organizational leadership shapes employee pro-innovative behaviors (Knezović & Drkić, 2020), which, in turn, facilitate innovation outcomes in SMEs (McDowell, Peake, Coder, & Harris, 2018), there is little knowledge available as to how these variables interact in SMEs of developing countries to influence organization innovation. Scholars, therefore, call for further investigations to unveil promising behavioral mechanisms underlying TL’s effect on innovation outcomes (Cortes & Herrmann, 2019; Fernandes, Vasconcelos, & Dobelin, 2018).…”

Section: Introductionmentioning

confidence: 99%

Transformational leadership and employee voice for product and process innovation in SMEs

Rasheed

Shahzad

Nadeem

2021

INMR

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Purpose This study aims to investigate the impact of transformational leadership on the innovation of small and medium enterprises (SMEs) through employee voice behaviors. Drawing from the upper echelon theory, it is hypothesized that employee voice is the mediating mechanism through which transformational leadership affects the process and product innovation in SMEs. Design/methodology/approach Data was collected from 169 SMEs of Pakistan through an online self-administered questionnaire. The proposed hypotheses were tested using partial least squares structural equation modeling (PLS-SEM). Findings Findings confirm that transformational leadership positively affects both process and product innovation in SMEs and employee voice behavior mediates between these relationships. Originality/value This research contributes to both theoretical and practical domains by providing evidence that encouraging employees to raise their voice positively impacts product and process innovation and transformational leadership is a potential organizational factor to shape employee voice and process and product innovation. To the best knowledge, this is the first study that investigates the mediating role of employee voice between transformational leadership and process and product innovation in SMEs and developing country’s context.

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“…Exploring social exchange processes in Eastern cultures which is collectivist, improves our knowledge of the underlying mechanism behind employee attitudes and behaviours in the globalized business environment. Second, prior research about innovative behaviour reveals that the majority of these studies were conducted from the managerial perspective, overlooking the employees' side (Knezovi c and Drki c, 2020). We focused the present study from the employees' perspective, as the employees are the cornerstone behind innovation, and firms are actively hiring and retaining employees with entrepreneurial talent.…”

Section: Introductionmentioning

confidence: 99%

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

Jnaneswar¹,

Ranjit²

2020

ICT

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Purpose Encouraging employees to exhibit innovative behaviour at the workplace is the need of the hour. Prior studies reported the impact of organisational justice on innovative behaviour; however, the majority of these studies are from the Western context. Moreover, the underlying mechanism linking these variables, namely, the role of knowledge sharing, is sparse. The purpose of this paper is to examine the mediating role of knowledge sharing in the relationship between organisational justice and innovative behaviour through the lens of social exchange theory in the Indian context. Design/methodology/approach Mediation analysis using PROCESS macro was performed on a sample of 288 employees using three structured questionnaires. Participants were recruited from various manufacturing organisations in India. The validity of the hypothesised model was established using AMOS software. Findings Organisational justice impacted both knowledge sharing and innovative behaviour. It was also illustrated that knowledge sharing influenced employees’ innovative behaviour. The most important finding is the partial mediation of knowledge sharing in the organizational justice–innovative behaviour relationship. Originality/value This study tries to demystify the organisational justice–innovative behaviour relationship by highlighting knowledge sharing as an underlying mechanism. The existing theoretical framework that describes the effects of organisational justice is enriched.

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Innovative work behavior in SMEs: the role of transformational leadership

Cited by 65 publications

References 67 publications

Training Perception and Innovative Behavior of SME Employees: Examining the Mediating Effects of Firm Commitment

Training Perception and Innovative Behavior of SME Employees: Examining the Mediating Effects of Firm Commitment

Transformational leadership and employee voice for product and process innovation in SMEs

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

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