Interactive effects of multiple organizational climates on employee innovative behavior in entrepreneurial firms: A cross-level investigation

Kang, Jae Hyeung; Matusik, James G.; Kim, Tae‐Yeol; Phillips, Joe

doi:10.1016/j.jbusvent.2016.08.002

Cited by 154 publications

(132 citation statements)

References 92 publications

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“…A strong positive relationship has also been found between team innovation climate and employee behaviours such as their creative behaviour (Jaiswal & Dhar, 2015), innovative behaviour (Antoni, 2005;Bain, Mann, & Pirola-Merlo, 2001), use of guidelines (Elovainio et al, 2000), and knowledge sharing behaviours (Ed u-Valsania et al, 2016). Extending this work, Kang et al (2016) found that team innovation climate fostered employee innovative behaviour through enhancing their passion for inventing, and as the proactive (risk-taking) climate increased the relationship between innovative climate and passion for inventing (employee innovation) became stronger. Magni, Palmi, and Salvemini (2018) found that team innovation climate fostered improvisation by enhancing individuals' proactive and risk-taking attitudes.…”

Section: Outcomes Of Innovation Climate Individual-level Outcomesmentioning

confidence: 58%

“…The most frequently used measure of organizational innovation climate is the 22-item Climate for Innovation Scale developed by Scott and Bruce (1994) to capture employees' perceptions of the organizational innovation climate. Although most research has utilized the 22-item scale (Dhar, 2015;Sarros et al, 2008), some have used shorter versions of the scale (Chan, Liu, & Fellows, 2014;Jaiswal & Dhar, 2015;Khalili, 2016) or integrated items from Scott and Bruce (1994) into their own scale (Kang, Matusik, Kim, & Phillips, 2016;Kang, Solomon, & Choi, 2015). Based on the support for innovation scale developed by Siegel and Kaemmerer (1978), it is made up of two key dimensions, namely support for innovation and resource supply.…”

Section: Measuring Innovation Climatementioning

confidence: 99%

“…Support for innovation comprises 16 items that capture the degree to which employees view the organization as being open to change, supportive of new ideas, and tolerant of member diversity, while resource supply comprises 6 items that capture the degree to which resources are perceived as being adequate in the organization. Although most research has utilized the 22-item scale (Dhar, 2015;Sarros et al, 2008), some have used shorter versions of the scale (Chan, Liu, & Fellows, 2014;Jaiswal & Dhar, 2015;Khalili, 2016) or integrated items from Scott and Bruce (1994) into their own scale (Kang, Matusik, Kim, & Phillips, 2016;Kang, Solomon, & Choi, 2015).…”

Section: Measuring Innovation Climatementioning

confidence: 99%

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Innovation climate: A systematic review of the literature and agenda for future research

Newman

Round

Wang

et al. 2019

J Occupat & Organ Psyc

139

115

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Over the last two decades, we have witnessed growing empirical research on the concept of innovation climate at both the team and organizational levels. This article systematically reviews the literature surrounding the concept, focusing on its antecedents and outcomes, and empirical work where it has been treated as a moderator. Based on the review, we propose an agenda for future research that highlights the need to incorporate alternative theoretical perspectives to enhance our understanding of the innovation climate concept and its impact in driving team‐ and organizational‐level outcomes. In addition to theoretical future research strands, we also highlight opportunities for empirical advancement of the field. In particular, we highlight the need to examine the negative influence of innovation climate, adopt a more dynamic approach to examine how innovation climates develops over time, and explore the influence of cultural and institutional factors on the development of innovation climate. Practitioner Points Innovation is essential for organizations wishing to remain competitive and thrive in the highly competitive global marketplace. This study consolidates the insights from prior research linking leadership and team/demographic/workplace characteristics to both the team innovation climate and the organizational innovation climate. Understanding innovation climate provides practitioners with insight into the levers they may utilize to encourage innovation within the organization. In addition, the outcomes of innovation climate are synthesized in this paper which provides practitioners with insight into the expected benefits of focusing on developing a climate for innovation.

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Section: Outcomes Of Innovation Climate Individual-level Outcomesmentioning

confidence: 58%

Section: Measuring Innovation Climatementioning

confidence: 99%

Section: Measuring Innovation Climatementioning

confidence: 99%

See 1 more Smart Citation

Innovation climate: A systematic review of the literature and agenda for future research

Newman

Round

Wang

et al. 2019

J Occupat & Organ Psyc

139

115

View full text Add to dashboard Cite

show abstract

“…Scholars have mainly focused on individual perceptions of the climate, which reflect their cognitive representations of the organizational environment (Scott & Bruce, 1994). Its correlation with individual proactive behavior ranged from 0.00 (Kang, Matusik, Kim, & Phillips, 2016) to 0.20 (Eldor & Harpaz, 2016).…”

Section: Organization Climatementioning

confidence: 99%

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

et al. 2019

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Summary The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees' proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader‐, team‐, and organization‐related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual‐, team‐, and cross‐level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational‐fit perspective that stimuli with the same directions enhance each other's effect. We offer a research agenda to advance theoretical insights on this important topic.

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“…So, it is critical to understand the mechanisms through which EL influences employees' innovative work behavior, and stimulates innovation performance of the organization. [58][59][60] Based on social cognitive theory (SCT), the present study will help us to understand the mechanism through which EL influences employees' innovative work behavior. This theory established the existence of a mutual relationship among individual characteristics, behavioral factors, and environmental factors.…”

Section: Introductionmentioning

confidence: 99%

<p>Impact of Entrepreneurial Leadership on Innovative Work Behavior: Examining Mediation and Moderation Mechanisms</p>

Cai¹,

Makhdoom²,

Asim³

2020

PRBM

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Purpose: Based on social cognitive theory, the present study aimed to explore the impact of entrepreneurial leadership on employees' innovative work behavior through the moderating path of entrepreneurial self-efficacy in technology-based SMEs. The study also explains the mechanism through which a firm's innovative environment mediates the relationship between entrepreneurial leadership and employees' innovative work behavior. Methods: To pursue the objectives, this study has used data from a sample of 350 supervisor-subordinate dyads working in cross sectional small and medium enterprises (SMEs) operating in the Jiangsu province of China. Based on social cognitive theory and specific continuum of self-efficacy theory, a conceptual model was developed and the hypotheses were tested with the help of SPSS 20. Findings: Empirical findings recommend a significant positive effect of entrepreneurial leadership on employees' innovative work behavior. The study suggested that firm's innovative environment mediates the relationship between entrepreneurial leadership and the employees' innovative behavior. The results also confirmed that entrepreneurial self-efficacy exerts a positive moderating effect on the association of entrepreneurial leadership and employees' innovative behavior. Conclusion: Findings of the present research work have several implications for the management and policymakers of high-tech SMEs who want to augment their employees' innovative behavior in order to compete in a highly competitive and challenging business environment. To the best of authors' knowledge, this work is the first attempt that presents an empirically supported comprehensive model for the development of employees' innovative behavior within entrepreneurial-based high-tech SMEs. It contributes to literature by examining the mediation and moderation process for the development of employees' innovative behavior.

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Interactive effects of multiple organizational climates on employee innovative behavior in entrepreneurial firms: A cross-level investigation

Cited by 154 publications

References 92 publications

Innovation climate: A systematic review of the literature and agenda for future research

Innovation climate: A systematic review of the literature and agenda for future research

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

<p>Impact of Entrepreneurial Leadership on Innovative Work Behavior: Examining Mediation and Moderation Mechanisms</p>

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