Innovative employee behaviour

Abstract

Purpose Organizational performance is positively affected by employees’ innovative behaviour, but recent studies indicate that innovative work behaviour may have negative performance consequences. Negative tensions may arise due to employees’ different views on innovation, and efficiency may be reduced because of high job autonomy in innovative job settings. This study aims to examine how job satisfaction and mental involvement via moderation effects increase the effectiveness of innovative work behaviour. Design/methodology/approach A theoretical model was developed and tested on panel sample data representing 294 employees in a Danish financial company. The response rate on the survey was 93 per cent. The data was analysed via confirmatory factor analysis and hierarchical regression models. Findings This study shows that job satisfaction and innovative work behaviour can be aligned in environments characterized by innovation trust. Further mental involvement is identified as a component increasing innovative work behaviour in situations without the opportunity for monitoring. Practical implications From a managerial perspective: the alignment of job satisfaction and innovative behaviour is central, as this joint optimization affects organizational performance positively. Originality/value This study reports one of a very limited number of studies focusing on the negative effects of innovative work behaviour. This study demonstrates that innovation trust aligns job satisfaction and innovative work behaviour, and further that mental involvement increases the efficiency of job autonomy.

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