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Building on the sensemaking perspective, we theorize and test conditions under which perceived innovation job requirement increases employee innovative behavior. Using data consisting of 311 employee–supervisor pairs from two companies in China, we found that perceived innovation job requirement had a more positive relation with innovative behavior for employees with low intrinsic interest in innovation than for those with high intrinsic interest. In addition, this positive effect for low-intrinsic-interest employees was achieved only when these employees interpreted the job requirement as important either because performance-reward expectancy was high or because perceived value for the organization was high. We discuss the implications of these results for research and practice.

Recently, most organizations, from for-profit organizations to nonprofit organizations, are facing a rapidly changing environment and increased uncertainty. Organizational performance now depends on quickly responding and overcoming change through employees’ innovative behavior. As the importance of innovative behavior has been highlighted, many organizations are looking for effective ways to encourage employees to adopt innovative behavior. From the resource perspective, innovative behavior can be regarded as high-intensity job demand, and organizations should support innovative behavior by providing and managing employees’ resources. Based on the conservation of resource perspective, this study attempted to empirically explore how self-efficacy and perceived organizational support affect the relationship between leader–member exchange (LMX) and innovative behavior. Using two-wave, time-lagged survey data from 337 employees in South Korea, we found that leader–member exchange enhances innovative behavior via the mediation of self-efficacy. Additionally, perceived organizational support positively moderates the relationship between leader–member exchange and self-efficacy. Our findings demonstrate that self-efficacy is a mediating mechanism in the relationship between leader–member exchange and innovative behavior. Furthermore, this study suggests that the higher the level of perceived organizational support, the greater the effect of leader–member exchange on innovative behavior affected by self-efficacy.

Exploitative leadership significantly impacts employees' attitude and behavior, underscoring the need to explore its effects on employee innovation. In this study we analyzed responses to a survey of 378 employees in China using Mplus 8.0. The results showed that exploitative leadership was negatively related to employees' innovative behavior, with knowledge hiding and selfefficacy acting as mediators of this relationship. In addition, the sense of personal traditionality moderated the relationship between exploitative leadership and employees' innovative behavior. These findings offer valuable implications for enhancing organizational practices and fostering a more innovative workplace environment.

Previous studies have shown that enhancing employees’ innovative behavior can facilitate organizations’ sustainable competitiveness. This study investigated the relationship between authentic leadership and employees’ innovative behavior in Korean manufacturing and service companies. Moreover, the study examined the complex processes and conditions underlying this relationship. The results indicated that authentic leadership was significantly related to employees’ innovative behavior and that leader–member exchange mediated the relationship between authentic leadership and employees’ innovative behavior. Additionally, organizational learning culture moderated the relationship between leader–member exchange and employees’ innovative behavior. Finally, organizational learning culture moderated the mediating effect of authentic leadership on innovative behavior via leader–member exchange. We discuss the theoretical and practical implications of these findings as well as the study’s limitations for future research directions.

From a self-evaluation perspective, we explored the influence of negative workplace gossip on targeted employees' innovative behavior. We surveyed 296 employees of 19 enterprises. The results of regression analysis showed that negative workplace gossip was negatively related to employees' innovative behavior, that organization-based self-esteem mediated the relationship between negative workplace gossip and employees' innovative behavior, and that employees' creative selfefficacy moderated the relationship between organization-based self-esteem and employees' innovative behavior, such that the positive relationship was stronger when employees' creative self-efficacy was higher. Our findings offer insight into the potential harm of gossip in the workplace and contribute to delineating the underlying mechanism and boundary condition of the link between negative workplace gossip and employees' innovative behavior. Theoretical and practical implications are discussed.

Innovative behavior is necessary to combat the 21st century’s sustainability challenges, as well as to ensure organizations’ longevity and success. Personality traits, such as extraversion, are strongly related to innovative behavior; nevertheless, such traits are not increasable through specific training. Intrapreneurial self-capital is a promising preventive resource to enhance people’s capability to cope with innovations. On this basis, this study analyzed, in an explorative way, the relationship between extraversion, intrapreneurial self-capital, and innovative behavior, using a sample of 120 Italian workers. A mediation model was used to assess the effects of extraversion on innovative behavior and innovative implementation behavior (outcome variables) through intrapreneurial self-capital (conceived as an intervening mediator variable). The mediation analysis highlighted that intrapreneurial self-capital is correlated with both workers’ innovative behavior and innovative implementation behavior. Therefore, implementing dedicated training on intrapreneurial self-capital could help organizations better address sustainability issues and achieve the Sustainable Development Goals introduced by the United Nations.

Innovative work behavior has been one of the essential attribute of high performing firms, and the roles of entrepreneurial orientation and self-leadership have been important for promoting innovative work behavior. This study advances research on innovative work behavior by examining the mediating role of self-leadership in the relationship between perceived entrepreneurial orientation and innovative work behavior. Structural equation modelling is employed to analyze data from a survey of 404 employees in banking sector. The results of reliability measures and confirmatory factor analysis strongly support the scale of the study. The results from an empirical survey study in the deposit banks reveal that participants’ perceptions about high levels of entrepreneurial orientation have a positive impact on innovative work behavior. The results also provide support for the full mediating role of self-leadership in the relationship between participants’ perceptions of entrepreneurial orientation and innovative work behavior. Additionally, this study provides some implications for practitioners in the banking sector to facilitate innovative work behavior through entrepreneurial orientation and self- leadership.

Purpose: Organizations have evolved to be entities that focus primarily on efficient systems and procedures. This approach was followed by devising techniques or methodologies for employees to conform to these systems or processes. The employee orientation has often been to conform to the status quo rather than to challenge it. Most of the managers believe that cohesion at workplace can be achieved through alignment of behaviors at the workplace. Contrary to this belief, Henry Mintzberg explains, that innovative organizations need to be flexible, reject bureaucracy and most importantly; avoid emphasis on control mechanisms. Hence, the perennial relationship between nonconformance and innovative work behavior is at question here. Also, the ninth Sustainable Development Goal (SDG 9) is fostering innovation. This paper attempts to understand and decipher this relationship between constructive nonconformity (CNC) and innovative work behavior (IWB). Methodology/Approach: Primary data was collected using standardized questionnaire(s) that have been tested in varied contexts. The research question was framed as ‘Does constructive nonconformity influence innovative work behavior?’ The study is based on a survey data conducted on over 459 knowledge workers from an ITES firm in Pune. Findings: The findings indicate that characteristics depicted by constructive nonconformists tend to showcase innovative work behavior. If a constructive nonconformist is allowed to thrive in any work environment, then the goal of innovative work behavior can definitely be achieved. Practical Implications: The paper could have profound implications on managerial decision making, especially in the ITES (Information Technology Enabled Services) sector. The sample is from a single sector, i.e., ITES in India. Future research would benefit from examining the above relationships in other sectors. Hence, the scope for future research in this area is enormous, both contextually and conceptually.

I applied affective events theory to explore the multilevel influence of destructive leadership on the innovative behavior of millennial generation employees. Participants were 223 employees from 32 work groups at 3 companies in mainland China. Results showed that both actual group destructive leadership and destructive leadership as perceived by the millennial employees, had a negative influence on innovative behavior via the mediation of employees' individual affective responses. In addition, the multilevel negative influence of actual group destructive leadership on the millennial employees' innovative behavior was mediated by group affective tone. In this study, I revealed the multilevel value of affective events in the relationship between destructive leadership and millennial employees' innovative behavior, and offered insight into how to control the negative effects of destructive leaders and inspire innovative behavior in millennial employees.

Purpose Although we know that HRM practices can have a huge impact on employees’ innovative work behaviour (IWB), we do not know exactly which practices make the difference and how they affect IWB. Thus, the purpose of this paper is to determine the best HRM practices for boosting IWB, to understand the theoretical reasons for this, and to discover mediators and moderators in the relationship between HRM practices and IWB. Design/methodology/approach Based on a systematic review of the literature, the authors carried out a content analysis on 27 peer-reviewed journal articles. Findings Working with the definitions and items provided in the articles, the authors were able to cluster HRM practices according to the ability-motivation-opportunity framework. The best HRM practices for enhancing IWB are training and development, reward, job security, autonomy, task composition, job demand, and feedback. Practical implications The results of this study provide practical information for HRM professionals aiming to develop an HRM system that generates innovative employee behaviours that might help build an innovative climate. Originality/value A framework is presented that aggregates the findings and clarifies which HRM practices influence IWB and how these relationships can be explained.