Teams as innovative systems: Multilevel motivational antecedents of innovation in R&amp;D teams.

Chen, Gilad; Farh, Jiing‐Lih; Campbell-Bush, Elizabeth M.; Wu, Zhiming; Wu, Xianhua

doi:10.1037/a0032663

Cited by 227 publications

(234 citation statements)

References 59 publications

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“…Employees with highly creative self-efficacy behave in a self-starting manner rather than 'do[ing] things by the book' (Raub & Liao, 2012, p. 654). They are more proactive in terms of implementing creative ideas and trying new methods (Chen, Farh, Campbell-Bush, Wu, & Wu, 2013;Raub & Liao, 2012). Finally, Ryan and Deci (2000) indicated that employees engage intrinsically in activities when they feel efficacious with respect to those activities.…”

Section: Service Innovation Behaviormentioning

confidence: 96%

How transformational leadership fuels employees’ service innovation behavior

Kao

Pai

Lin

et al. 2015

The Service Industries Journal

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Although there is a consensus that transformational leadership (TFL) is critical to successful service innovation behavior, the relationship between the two remains inconclusive. This study adopts a dual perspective approach that considers both motivational and social-political perspectives to further elicit the influence of TFL on the service innovation behavior of frontline employees. Using multiphase and multisource data from 269 employees and 1396 customers of hair salons, the results show that the perceived organizational climate for innovation, creative self-efficacy, and expected image gains fully mediate the relationship between TFL and employees' service innovation behavior. TFL positively influences employees' perceived organizational climate for innovation, which in turn enhances the service innovation behavior of employees through both motivational (i.e. creative self-efficacy) and socialpolitical (i.e. expected image gains) mediating mechanisms. Surprisingly, expected image risks are found to have a non-significant relationship with service innovation behavior. We discuss implications of these findings with respect to innovation literature and management practice, as well as offer suggestions for further research.

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Section: Service Innovation Behaviormentioning

confidence: 96%

How transformational leadership fuels employees’ service innovation behavior

Kao

Pai

Lin

et al. 2015

The Service Industries Journal

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“…Empirically, while there is consistent evidence that shared perceptions of innovation-supportive climate affect motivation factors related to employee engagement in innovative behaviours (e.g. Chen et al 2013), research has shown that individual-level perceptions of supportive team and organizational environments can also have a significant impact on change-oriented regulatory processes (e.g. Choi 2004;Yuan and Woodman 2010).…”

Section: Confirmatory Factor Analysis and Assessment Of Common Methodmentioning

confidence: 98%

Envisioning, Planning and Innovating: A Closer Investigation of Proactive Goal Generation, Innovative Work Behaviour and Boundary Conditions

2014

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Purpose Building on goal-regulation theory, we examine a) whether the regulatory elements of proactive goal generation, namely envisioning and planning, can sequentially stimulate individual innovative work behaviour, with planning acting as a mediator in the envisioning-innovation relationship and b) whether the link between envisioning and planning can be strengthened by the joint contributions of psychological empowerment and team support for innovation (TSI). Design/Methodology/Approach Data were collected from 268 employees of five Italian companies. Findings Hierarchical linear modelling analyses indicated that planning was positively predicted by envisioning, and partially mediated its effect on innovative work behaviour. In addition, employees who were highly involved in envisioning activities reported the highest levels of planning when both psychological empowerment and TSI were high. Implications The results of this research indicate that an effective means by which managers and practitioners can increase employees' innovative efforts is by encouraging their involvement in proactive goal setting and goal planning activities. Additionally, our findings highlight the importance of creating an innovation-supportive team environment and nurturing individual psychological empowerment to increase the odds that employees will translate their envisioned proactive goals into effective action plans Originality/Value This is the first study to assess the envisioning-planning mechanism in relation to innovation, thus advancing our understanding of how individual and contextual conditions can amplify the effects of envisioning on planning activities.

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“…Such dispositional attributes have been posited as promoters of both individual and team innovation (Chen, Farh, Campbell‐Bush, Wu, & Wu, ; Crant, ). In accordance, Grant and Ashford () presented a proactivity process perspective, arguing that proactive individuals anticipate future events and are mindful of the effects of their actions.…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

Predicting innovative performance through proactive personality: Examining its criterion validity and incremental validity over the five‐factor model

Rodrigues

Rebelo

2019

Int J Selection Assessment

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Innovation has emerged as a key work outcome for modern organizations. The present paper answers recent calls from several researchers for further empirical research on the validity of personality variables for predicting individual innovative performance. More specifically, it is focused on the validity of proactive personality. Using a sample of 170 software engineers and their direct supervisors from a multinational information technology firm, we found that this individual disposition represents a valid and meaningful predictor of individual innovative performance, when assessed through supervisor ratings. Further analyses have also shown that proactive personality remains a significant predictor of this criterion, when the big five factors of personality are taken into account. Theoretical and practical implications of these findings are presented and discussed.

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Teams as innovative systems: Multilevel motivational antecedents of innovation in R&D teams.

Cited by 227 publications

References 59 publications

How transformational leadership fuels employees’ service innovation behavior

How transformational leadership fuels employees’ service innovation behavior

Envisioning, Planning and Innovating: A Closer Investigation of Proactive Goal Generation, Innovative Work Behaviour and Boundary Conditions

Predicting innovative performance through proactive personality: Examining its criterion validity and incremental validity over the five‐factor model

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