Subjective well-being, knowledge sharing and individual innovation behavior

Abstract

Purpose The purpose of this paper is to investigate the effect of subjective well-being on individual innovation behavior. The authors propose that such effect is mediated by knowledge sharing, and individual absorptive capacity moderates the relationship between knowledge sharing and innovation behavior. Design/methodology/approach A research model was developed. Survey data were based on a sample of 220 employees from 20 enterprises in China. Hierarchical multiple regression analyses and bootstrap approach were applied to test the research model. Findings Subjective well-being has significantly positive influence on individual innovation behavior, and this effect is mediated by knowledge sharing. Furthermore, absorptive capacity moderates the mediated relationships between subject well-being and individual innovation behavior via knowledge sharing. Practical implications This research sheds light on an effective role to promote individual innovation behavior in management practices. It suggests that harmonious atmosphere, communication platform, and well-established learning plans can be cultivated to enhance individual innovation ability. Originality/value This research discusses the antecedent of innovation behavior from the viewpoint of individual psychology, and identifies the different roles of knowledge sharing and absorptive capacity on individual innovation behavior.

Empowerment, Knowledge Sharing and Innovative Behaviours: Exploring Gender Differences

“…In strong support of Hypothesis 2, knowledge sharing was found to have a significant positive influence on innovative behaviour. This is consistent with findings from previous studies indicating that sharing knowledge is a potential source of new ideas, and that it encourages/facilitates employees' innovative behavior (Wang et al, 2017;Zu and Mu, 2016;Mura et al, 2013).…”

“…In this aspect, Chun (2013) found differences in the approaches of men and women to using social networks, contacts, and alliances of colleagues to access knowledge, such that women tended to discuss with others, and men to experiment alone, in their respective attempts to understand a new technology. Wang et al (2017) and Kim and Lee (2013) found little conduct of empirical investigation of the relationship between knowledge sharing and innovative performance in the service sector. The current study, therefore, addresses this gap as well as the call from Mura et al (2013), who found that the explanatory power of the relationship between individual propensity to share knowledge and innovate can be improved by including more variables.…”

“…Knowledge sharing is, nonetheless, considered a fundamental tool for fostering innovative behaviour in employees, facilitating innovative activities (Wang et al, 2017), and stimulating critical thinking, resulting in increased capabilities in translating ideas into innovations (Mura et al, 2013). Zu and Mu (2016) showed that when knowledge is shared among employees, they are more likely to elaborate, integrate, and translate information rather than simply passing it on to recipients.…”

Work Values and Employee Effort: A Needs-Supplies Fit Perspective

“…In addition, we also investigate the mediating role of psychological well-being (PWB) and the moderating role of core self-evaluations (CSE) in the FSBL-follower innovative behavior relationship by establishing a moderated mediation model. Previous literature has concluded that strengths-based intervention can facilitate an individual's well-being (Proctor et al, 2011;Proyer et al, 2015) and subjective well-being can positively predict an individual's innovative behavior (Wang et al, 2017). Therefore, we posit that FSBL can enhance followers' PWB and, in turn, innovative behavior.…”

How Psychological Capital Promotes Innovative Behavior: A Mutilevel Modeling

“…Past research suggests that psychological capital positively affects employees' positive attitudes and positive behaviors [24], such as career well-being [25] [26], organizational commitment and organizational citizenship behavior [27] [28]. Innovative behavior is a provocative and challenging role-external behavior, reflecting the individual's willingness to change his or her current situation, including the formation, promotion and implementation of innovative ideas [29] [30]. Specifically, innovative measures are often accompanied by high risks and uncertainties.…”