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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.

The level of profitability of innovative products depends on the correct determination and justification of the labor intensity of innovative works. The purpose of the study is to substantiate the methodological approach to determining the labor intensity of innovative work at the enterprise. The following research methods were used in the study: grouping and systematization; logical generalization and comparison; analysis and synthesis.The sequence of determining the labor intensity for rationing of innovative work is proposed. Generalization of existing methods, approaches, and tools for determining labor intensity allowed to substantiate the conceptual basis for determining the labor intensity of innovative work at the enterprise regarding the features of calculating the labor intensity of innovative work for each group of rationing methods; substantiation of recommendations for determining the labor intensity depending on the method of rationing of innovative work and determining the labor intensity on separate stages of the innovation process and management work.The proposed approach for determining the labor intensity of innovative work at the enterprise is based on the justification of the content of stages and steps of the innovation process; and on the suggested classification of labor operations into creative and inventive operations, creative and managerial operations, and routine operations. The key role in the proposed approach is given to determining the conformity of rationing methods to the scopes of works to the stages of the innovation process, which is realized with the matrix for choosing methods for determining labor intensity.The introduction of theoretical and methodological principles and practical recommendations for determining the labor intensity of innovative work at the enterprise allows to differentiate stages and types of work. Also? it gives an opportunity to choose the rationing method for different types of innovative work and to determine the labor intensity of innovative work for increasing management decisions efficiency.

This study investigates the impact of paradoxical leadership (PL) on green innovative work behavior (GIWB) among employees in Egypt's tourism and hospitality sector, with a particular focus on the mediating role of green commitment (GC) and the moderating role of green self-efficacy (GSE). Data were collected from 410 employees working in five-star hotels and category-A travel agencies in the Greater Cairo region of Egypt. The proposed conceptual framework was tested using PLS-SEM via WarpPLS statistical software. The results reveal that paradoxical leadership exerts a significant positive influence on GIWB. PL also demonstrates a strong direct effect on GC, which in turn positively influences GIWB, confirming GC's mediating role. Furthermore, GSE significantly moderates the relationship between PL and GC, suggesting that employees with higher levels of self-efficacy are more likely to translate leadership influences into green commitment. These findings enrich the growing literature on sustainable leadership by uncovering the psychological and motivational pathways through which paradoxical leadership fosters green innovation. The study highlights green commitment as a key mediating mechanism and green self-efficacy as a critical moderating condition that amplifies leadership effects. This integrated model provides a more nuanced understanding of how leadership behaviors translate into pro-environmental outcomes. In the tourism and hospitality sector, where sustainability and innovation are increasingly intertwined, paradoxical leadership proves especially relevant. Leaders who balance control with flexibility can inspire employees to act innovatively while remaining aligned with ecological values. The findings emphasize the need for organizations to develop such leadership capabilities.

Based on the componential theory of creativity, this study examined the link between high-involvement work practices and employees' innovative behavior by further investigating the moderating and mediating role of leadership humility and employees' personal initiative. To test the hypothesized model, the data were gathered from 255-line staff and 119 supervisors working in the textile industry in Pakistan via the time lag technique. The proposed hypotheses were analyzed through partial least squares structural equation modeling using Smart-PLS software. The results indicated that high-involvement work practices were significantly related to employees' innovative work behaviors. Additionally, the moderation findings revealed that a higher level of leadership humility strengthens the relationship between high-involvement work practices and employees' personal initiative. Furthermore, employees' personal initiative mediates the relationship between high-involvement work practices and their innovative work behavior. The findings of the moderated mediation model indicated that a higher level of leadership humility leads to higher innovative behavior of employees in the presence of high-involvement work practices via employees' personal initiative. This study's findings are helpful for the management of organizations to understand the factors that enhance innovative work behaviors in high-involvement work practices. Moreover, managers should establish humble behaviors in their leadership style to influence employees' personal initiative, which indirectly influences their innovative work behavior. The present study highlights the importance of leadership humility and employees' personal initiative in the relationship between high-involvement work practices and innovative work behaviors of employees in the textile industry of Pakistan.

The contemporary business environment, characterised by hyper-competition and rapid technological advancement, presents critical challenges for sustaining employee engagement. This study investigates the influence of psychological contract types on innovative work behaviour (IWB) among service sector employees, with leader-member exchange (LMX) and work engagement examined as key motivational mechanisms. Data from 398 respondents, Structural Equation Modelling (SEM) was conducted through SPSS and SmartPLS to test the proposed relationships. The findings confirm that LMX and work engagement significantly mediate the association between psychological contracts and IWB. Anchored in the Job Demand-Resource model, the study highlights the importance of providing organisational resources and leadership support to facilitate workplace innovation. Drawing on the Broaden-and-Build theory, results demonstrate that supportive leadership and meaningful work experiences foster positive emotions, which in turn promote innovative behaviour. The study emphasises that cultivating relational contracts through people-centric policies-such as career development initiatives, skill enhancement, competency building, and job rotation-is critical for sustaining an innovative climate. The research contributes to theory and practice by reinforcing the role of leadership and organisational culture in shaping innovation outcomes. Limitations and directions for future inquiry are outlined, with particular emphasis on examining these dynamics across Asian contexts, including India.

The change management process in government institutions includes many challenges that require identifying the factors that may facilitate such a process. This study aims to examine the mediating impact of knowledge sharing (KS) on the relationship between employees' innovative work behavior (EIWB) and change management phases in governmental institutions, based on Lewin's model. The data were collected from 300 employees working in governmental institutions in Saudi Arabia using a structured survey questionnaire method. Structural equation modeling (SEM-PLS) with bootstrap procedures was used to test the research hypotheses. The results of the study demonstrated that KS has a significant mediating impact on the relationship between EIWB and the stages of change management (unfreezing, change process, and refreezing). Additionally, KS had greater mediating effects on the unfreezing and refreezing phases than on the change process phase. These results indicate the importance of promoting EIWB and encouraging a knowledge sharing culture for the successful implementation of change programs in governmental institutions.

Purpose: Taking a literature review as a point of departure, the main aim of this paper was the identification of the behavioural indicators of innovators at the workplace, and their classification. Design/methodology/approach: A literature review was addressed by means of a search in Elsevier’s Scopus, Web of Science and Google Scholar. By applying inclusive and exclusive criteria, references were obtained with the search protocol. After filtering and scanning, there was a selection of references plus other articles added by the snowball effect. The final phase undertaken was the classification of the main indicators raised in the publications selected. Findings: Our main contribution was the identification of the behavioural indicators of innovators at the workplace and their classification in five dimensions. Practical implications: This research may yield some light on the assessment of innovative workplace performance of individuals in organisations, as well as on the development of the innovative competence of students in academic institutions as a challenge to meet the needs of both professionals and Higher Education institutions. Originality/value: Some authors have studied the characteristics of innovative people mainly focusing on cognitive abilities, personality, motivation and knowledge. We have sought to offer a better understanding of the phenomenon of individual innovation in organisations, through the analysis of behavioural indicators, an issue that has not been studied from this perspective previously.

Purpose The leadership shift from conventional to digital comes from the compulsory digitalization of the workplace because the technological progress provides the opportunity of doing work remotely, and this is a great advantage of reducing costs that stem from the offline workplace. Thus, this research aims at demonstrating the relationship between digitalization of leadership and innovative work behavior. Design/methodology/approach Data were collected from 320 Turkish department managers in the Textile Industry through digital leadership and innovate work behavior scales. The hypotheses were tested using path analysis. The analyses were conducted by using SPSS and AMOS package programs. Findings The results show that the employees’ perceptions of digital leadership have a positive and significant effect on all dimensions of an employee innovative work behavior. Also, the leaders with high digital skills were perceived positively by the employees and the employees tend to adapt innovative behaviors when they have the digitally skilled leaders. Originality/value This study contributes to leadership research by providing evidence for the role of leadership shift in innovative work behavior. Extending the verification of leadership shift in innovative work behavior that can be adopted in Turkey has also been considered.

PurposeThe study aims to examine the mediating role of psychological empowerment and job crafting between servant leadership and innovative work behavior.Design/methodology/approachThe data were collected from 689 knowledge workers employed in Pakistan's service industry. The data collection was done through survey design. The data analysis was done through structural equation modeling using PLS-Smart.FindingsServant leadership was found to be related to psychological empowerment, job crafting and innovative work behavior of the employees. Job crafting was found to be mediating between servant leadership and innovative work behavior. Additionally, psychological empowerment and job crafting were found to be sequential mediators between servant leadership and innovative work behavior.Originality/valueThe study delineated the link mechanism between servant leadership and innovative work behavior.