In the digital era, an innovative capability is viewed as core to the competitiveness of a firm. Firms can increase their innovative capability by taking advantage of individual innovative behavior. Thus, it is crucial to find out which individual and/or contextual factors promote individual innovative behavior at work. In response to promoting individual innovative behavior innovation, perceived entrepreneurial orientation of firms, perceived innovative climate, digital maturity and self-leadership may motivate individuals to engage in innovative behavior in the workplace. Therefore, this research seeks to gain a better understanding of how perceived entrepreneurial orientation of firms, perceived innovative climate, digital maturity, and self-leadership influence individual innovative behavior in the banking sector. A questionnaire survey was conducted and 125 valid replies were received. The results of this study indicate that employees working in the banking industry, which have a high digital maturity, are more likely to engage in innovative behavior when firms support entrepreneurial orientated strategies, an innovative climate, and when employees adopt self-leadership skills.
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Purpose The purpose of this paper is to investigate possible differences in the degrees of employability, leader–member exchange (LMX) and innovative work behaviours in a comparison between Belgium and the Netherlands. Although neighbouring countries, disparate national cultures between the two are assumed to influence the amount of employability, LMX and innovative work behaviours among their respective working populations. Furthermore, this paper aims to validate a mediation model across the two countries to test whether employability (partially) mediates the relationship between LMX and innovative work behaviours. Design/methodology/approach Data from employees and their immediate supervisors working in small- and medium-sized enterprises (SMEs) in Belgium and the Netherlands supported the hypothesized model. Structural equation modelling was used to investigate the mediation model using a multisource approach. Findings The amount of employability and innovative work behaviours of employees appeared to differ significantly between Belgium and the Netherlands. Furthermore, the results suggested that for both countries a positive relationship with one’s immediate supervisor (LMX) is beneficial in the light of workers’ innovative work behaviours, through its impact on employability, which was found to be a full mediator in this relationship. Research limitations/implications Future studies using a longitudinal approach could give more insight into the model relationships. Moreover, the variation in systems, national contexts and managerial practices in the Euroregion calls for more cross-national comparative scholarly research. Practical implications SMEs often do not employ professionals to manage human resources, that is, supervisors themselves have to carry the responsibility to encourage employees to further develop themselves and to enhance their innovative work behaviours. This while the challenge of more cross-national cooperation encourages a boost for innovations in the Euroregion. Originality/value This study is the first cross-national validation of a mediation model wherein a competence-based measure of employability is incorporated as a possible mediator in the relationship between LMX and innovative work behaviours.
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Within health education, many innovations are introduced, but are often not successful or sustainable. It is generally acknowledged that the quality of an educational system mainly depends on the quality of the teachers. Innovations will only succeed if teachers experience a climate that stimulates innovation and if they possess a sufficient level of innovative work behaviour. The current concept of innovative work behaviour (IWB) consists of three different behavioural dimensions: Idea generation, promotion and realization. However, the concept lacks attention for idea sustainability, which is necessary to embed the innovation deeply in daily practice. The limited attention for improving and continuation of an implemented idea is an often-mentioned explanation for the lack of the long-term success of innovations. Aim: This study aims at the development and validation of an instrument for innovative work behaviour that also includes the dimension idea sustainability, which has been overlooked by other researchers. Method: A questionnaire is developed, based on the questionnaire of Messmann (2012). Additional items are added to measure the new dimension idea sustainability. This new dimension contains the following concepts: Improving and optimising the innovation, disseminating the innovation in depth in the system of the organization and disseminating on a larger scale, and finally visualization of the benefits for stakeholders. The questionnaire is send to 400 teachers of a University for applied sciences in the South of The Netherlands. Results: 179 questionnaires were completed. It can be concluded that the scales to measure innovative work behaviour are strongly interrelated. There are significant correlations between the original dimensions and the added dimensions. The results for individual characteristics indicated that age and tenure did not correlate with any of the scales. Work experience, gender and also the faculty to which teachers belong did make some difference with regard to IWB. The results for job characteristics showed that the number of working hours, job position and the participation in research groups did make a difference with regard to IWB. In general, job characteristics showed more links with the various scales to measure innovative work behavior compared to the individual characteristics.
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With the rapid development of Information and Communication Technology (ICT), digital technology changes how banks translate new customer demands into new products and services. To achieve this translation, banks should increase their intrapreneurship capability through Individual-level Innovative Behavior (IIB). However, research on how to manage and promote manager's IIB in the workplace is still at the nascent stage. Therefore, this study investigates an under-researched topic: how Perceived Organizational Innovativeness (POI) affects manager's IIB through self-leadership strategies, and whether perceived organizational risk-taking and the gender of the respondents facilitate or impede the process. The study surveys 340 managers in the Turkish banking sector and analyses the results through SEM. The findings indicate that POI, self-leadership, and strategies of self-leadership are positively related to manager's IIB. Further, the results show that self-leadership fully mediates the relationship between POI and manager's IIB and that the perceived organizational risk-taking and gender of the respondents moderate the mediating effect of self-leadership on the relationship between POI and manager's IIB. Overall, the contribution of the research is not only to gain a more holistic understanding of manager's IIB antecedents but also to provide managers or practitioners with guidance on designing organizational environments that encourage innovation in the technology-driven sector.
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In this mixed methods study, a moderated mediation model predicting effects of leader-member exchange (LMX) and organizational citizenship behaviors (OCB) on innovative work behaviors, with employability as a mediator, has been tested. Multi-source data from 487 pairs of employees and supervisors working in 151 small and medium-sized enterprises (SMEs) supported our hypothesized model. The results of structural equation modelling provide support for our model. In particular, the benefits of close relationships and high-quality exchanges between employee and supervisor (LMX), and fostering individual development as a result of employees’ OCB have an indirect effect on innovative work behaviors through positive effects on workers’ employability. Innovative work behaviors depend on employees’ knowledge, skills, and expertise. In other words, enhancing workers’ employability nurtures innovative work behaviors. In addition, we found a moderation effect of organizational politics on the relationship between employability and innovative work behaviors. Secondly, qualitative methods focusing on experiences of the antecedents and outcomes of employability were used to complement our quantitative results. All in all, this study has important consequences for managerial strategies and practices in SMEs and call for an awareness of the dysfunctional effect of perceived organizational politics.
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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.
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This study explores how households interact with smart systems for energy usage, providing insights into the field's trends, themes and evolution through a bibliometric analysis of 547 relevant literature from 2015 to 2025. Our findings discover: (1) Research activity has grown over the past decade, with leading journals recognizing several productive authors. Increased collaboration and interdisciplinary work are expected to expand; (2) Key research hotspots, identified through keyword co-occurrence, with two (exploration and development) stages, highlighting the interplay between technological, economic, environmental, and behavioral factors within the field; (3) Future research should place greater emphasis on understanding how emerging technologies interact with human, with a deeper understanding of users. Beyond the individual perspective, social dimensions also demand investigation. Finally, research should also aim to support policy development. To conclude, this study contributes to a broader perspective of this topic and highlights directions for future research development.
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Introduction Physical activity levels of children with disabilities are low, as these children and their parents face a wide variety of both personal and environmental barriers. Behavior change techniques support pediatric physical therapists to address these barriers together with parents and children. We developed the What Moves You?! intervention Toolkit (WMY Toolkit) filled with behavioral change tools for use in pediatric physical therapy practice. Objective To evaluate the feasibility of using the WMY Toolkit in daily pediatric physical therapy practice. Methods We conducted a feasibility study with a qualitative approach using semi-structured interviews with pediatric physical therapists (n = 11). After one day of training, the pediatric physical therapists used the WMY Toolkit for a period of 9 weeks, when facilitating physical activity in children with disabilities. We analyzed the transcripts using an inductive thematic analysis followed by a deductive analysis using a feasibility framework. Results For acceptability, pediatric physical therapists found that the toolkit facilitated conversation about physical activity in a creative and playful manner. The working mechanisms identified were in line with the intended working mechanisms during development of the WMY Toolkit, such as focusing on problem solving, self-efficacy and independence. For demand, the pediatric physical therapists mentioned that they were able to use the WMY Toolkit in children with and without disabilities with a broad range of physical activity goals. For implementation, education is important as pediatric physical therapists expressed the need to have sufficient knowledge and to feel confident using the toolkit. For practicality, pediatric physical therapists were positive about the ease of which tools could be adapted for individual children. Some of the design and materials of the toolkit needed attention due to fragility and hygiene. Conclusion The WMY Toolkit is a promising and innovative way to integrate behavior change techniques into pediatric physical therapy practice.
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The HRM study program of The Hague University of Applied Sciences (THUAS) recently replaced classical, module-based education by so-called learning landscapes in which students approach complex problems by interdisciplinary learning activities. Teachers collaborate in multi-disciplinary teams that have a shared responsibility to support students as well as to innovate their education. This new way of organizing educational processes not only need to strengthen the learning ability and flexibility of students, but also the learning and innovation ability of teachers. Our exploratory research among teachers showed that this new way of working increased their job satisfaction. However, teachers experience difficulties in implementing their ideas, which is an important precondition for sustainable educational innovation. In our research we addressed the question whether the new working context of teachers supported innovation. The organizational structure as described in this case study is characterized by a high degree of autonomy for the teachers who collaborate in multidisciplinary teams, in which the management rewards innovative behaviour and facilitates where possible. Given the fact that this context incorporates a high number of elements that are known to facilitate innovation, the assumption was that teachers would experience that this context was supporting them to innovate. We evaluated whether this was indeed the case in their educational innovation. Our research shows that in general teachers positively evaluate the new working context. They experience the renewal process to contribute to their job satisfaction and feel supported by the management. A large majority of the teachers, partly as a result of this new working context, do have many ideas to renew the education. Even though they use multiple sources to generate ideas, they are mainly inspired by the needs of students and the occupational practice. Especially by sharing their ideas with others, they enrich their ideas. For the implementation of their ideas they specifically focus on creating buy-in, mentioned in two-thirds of the storyboards, with activities such as seeking allies, communicating the idea to others and ‘drinking lots of coffee’. In addition, experiments help to make their ideas more visible.
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This research aims to contribute to a better understanding of strategic collaborations between work-integration social enterprises (WISEs) and for-profit enterprises (FPEs) with the joint objective to improve labour market opportunities for vulnerable groups. We find that most collaborations strive towards integration or transformation in order to make more social impact.
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