Organizational innovation climate and individual innovative behavior: exploring the moderating effects of psychological ownership and psychological empowerment

Liu, Fang; Chow, Irene Hau‐Siu; Zhang, Juncheng; Huang, Man

doi:10.1007/s11846-017-0263-y

Cited by 79 publications

(85 citation statements)

References 61 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Authentic leaders not only directly facilitate WE, but they also indirectly do so by playing an essential role in empowering employees psychologically (Azanza et al, 2018;Du Plessis and Boshoff, 2018b). Psychological empowerment (PE) is an intrinsic motivational construct, based on an employee's four cognitions of meaning, competence, self-determination, and impact relating to their roles (Spreitzer, 1995;Liu et al, 2019). Employees who perceive their leaders as authentic would experience increased WE in part as a result of them experiencing themselves as psychologically more empowered by their leaders.…”

Section: Introductionmentioning

confidence: 99%

The Relationship Between Authentic Leadership, Psychological Empowerment, Role Clarity, and Work Engagement: Evidence From South Africa

2020

View full text Add to dashboard Cite

Employees in the mining sector are faced with a demanding work environment due to external challenges impacting on the organization. Optimizing their engagement is vital in weathering a demanding environment. The aim of this study was to (a) position authentic leadership (AL) and psychological empowerment (PE) as enablers of work engagement (WE); (b) to investigate the processes (i.e., PE) through which AL exerts its effect on WE, and (c) to determine whether contextual factors [i.e., role clarity (RC)] influenced this process. A cross-sectional research design was employed to collect data from 236 employees employed by a coal-mining organization within South Africa. The AL inventory, PE questionnaire, measures of role conflict and ambiguity questionnaire, and UWES-9 was administered to collect data. A moderated-mediation investigation was employed to test the hypotheses. Results supported the value of AL to enhance WE, both directly and indirectly via PE. Results also concluded that AL exerts its influence on WE through PE, regardless of employees' levels of RC. AL literature is limited, not only in the South African context but also in the mining sector. The study not only extends AL literature by investigating its outcomes in a South African mining organization, but it also does so by investigating the boundary conditions under which AL exerts its influence. The boundaries (i.e., moderation) within which leadership-subordinate relationships (i.e. mediation) function are often neglected in favor of simplified investigations of mediation processes only.

show abstract

Section: Introductionmentioning

confidence: 99%

The Relationship Between Authentic Leadership, Psychological Empowerment, Role Clarity, and Work Engagement: Evidence From South Africa

2020

View full text Add to dashboard Cite

show abstract

“…The convenience of the workspace is perceived as a form of organisational support that reflects the employer's commitment towards the workers' wellbeing and towards innovation. The particular revelation of our study suggests that by having a feeling of control on the workspace and equipment employees develop a sense of ownership towards the organisation which is found to enhance their eagerness to exert innovation efforts (Coradi et al, 2015;Liu et al, 2019). This could serve to extend Amabile's model by incorporating 'ownership of space' as a key element of an innovation-supportive work environment.…”

Section: Discussionmentioning

confidence: 63%

HRM as a catalyst for innovation in start‐ups

Jebali

Meschitti

2020

View full text Add to dashboard Cite

PurposeThe study seeks to reduce the blurriness remaining around the value that HRM can bring to innovation in the specific context of start‐ups, it advocates that the early adoption of appropriate HRM practices, can act as a catalyst for innovation because they constitute a powerful means to systematically promote and facilitate employees' innovative behaviours.Design/methodology/approachIn the aim of complementing the existing quantitative work, this paper employs a multiple case study approach to explore the role of HRM in fostering employees' innovative work behaviour in four Tunisian tech companies.FindingsThe study found substantial support for the importance of establishing a work environment for learning where employees can build their innovative capacities by upgrading their knowledge and skills through both formal and informal methods. Work autonomy and freedom are found to be essential parts of this environment. Workspace design that takes into account employees' comfort and the collaborative nature of their work, also stands out as a major contributor to innovative work behaviour.Originality/valueThe adopted qualitative approach enabled a grasp of the less apparent aspects underpinning the HRM and innovation relationship in start‐ups. “Ownership of space” is revealed as a key element of the innovation-supportive work environment. By having a feeling of control on the workspace, employees can develop a sense of ownership towards the organisation which enhances their eagerness to exert innovation efforts. It also demonstrated that developing an overly creative workforce can turn into a source of stagnation which can be mitigated by cultivating “an environment for idea ownership”.

show abstract

“…A radical innovation management “checklist” could name the intra- and extra-organizational aspects managers should pay attention to and how to best configure them. This overview would also help to identify research gaps as many organizational variables, such as agility ( Brand, Tiberius, Bican, & Brem, 2019 ), internal idea contest designs ( Hober, Schaarschmidt, & von Korflesch, 2019 ), entrepreneurial orientation ( Gupta, Mortal, & Yang, 2018 ), organizational innovation climate ( Liu, Chow, Zhang, & Huang, 2019 ), organizational justice ( Akram, Lei, Haider, & Hussain, 2020 ), or organizational wisdom practices ( Akgün, Keskin, & Kırçovalı, 2019 ), as well as human resource variables, such as emotional intelligence ( Açikgök & Latham, 2020 ), incentives ( Ritala, Vanhala, & Järveläinen, 2020 ), individual innovation behavior ( Strobl, Matzler, Nketia, & Veider, 2020 ), slack time ( Medase, 2020 ), and top management teams ( Sperber & Linder, 2018 ), and many more have been related to innovation performance but not yet been subject to in-depth analysis regarding specifically radical innovations. It would also be interesting to contrast findings about what radical innovation managers should do and what they really do ( Maier & Brem, 2018 ).…”

Section: Discussionmentioning

confidence: 99%

Radical innovations: Between established knowledge and future research opportunities

Tiberius

Schwarzer

Dobón

2021

Journal of Innovation & Knowledge

122

View full text Add to dashboard Cite

The fast growing body of radical innovation research is fragmented and difficult to overlook. We provide an overview of the most cited journals, authors, and publications and conduct a bibliographic coupling to structure the literature landscape. We identified the following research clusters: management of radical innovations, organizational learning and knowledge, financial aspects of radical innovation, radical innovation adoption and diffusion, radical industry innovations as challenges for incumbents, and radical innovation in specific industries. Based on an in-depth content analysis of these clusters, we identify the following future research opportunities: A systematic compilation of all intra- and extra-organizational management aspects, moderators, and mediators, extending radical innovation research's epistemological basis by adding strategic foresight, further research in individual, group (team), organizational, and inter-organizational capabilities required for radical innovation, a managerial perspective on adoption and diffusion of radical innovations, applying portfolio theory and real options theory to radical innovation research, stronger research efforts on coping strategies for firms faced with competitors' radical innovations, and intensifying both industry-specific and cross-industry research.

show abstract

Organizational innovation climate and individual innovative behavior: exploring the moderating effects of psychological ownership and psychological empowerment

Cited by 79 publications

References 61 publications

The Relationship Between Authentic Leadership, Psychological Empowerment, Role Clarity, and Work Engagement: Evidence From South Africa

The Relationship Between Authentic Leadership, Psychological Empowerment, Role Clarity, and Work Engagement: Evidence From South Africa

HRM as a catalyst for innovation in start‐ups

Radical innovations: Between established knowledge and future research opportunities

Contact Info

Product

Resources

About