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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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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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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