How organizational tenure affects innovative behavior?

Abstract

Purpose – The purpose of this paper was to examine the relationship between organizational tenure and employee innovative behavior and the influence of culture difference and status-related moderators (i.e. status hierarchy and status stability) on the linkage. Design/methodology/approach – By using a meta-analysis method that included 76 empirical studies, this study examines the relationship of organizational tenure and innovative behavior. In this study, 79 samples (N= 21659) derived from 76 empirical studies that met the inclusion criteria in the meta-analysis. Findings – The results show that organizational tenure has a weak positive effect on employee innovative behavior (r= 0.04), and status hierarchy, position tenure, culture difference and measurement ways influence the relationship between the two. In addition, a three-way interaction among status hierarchy, position tenure and organizational tenure is found to jointly affect innovative behavior; specifically, for those who are low in status hierarchy and short in position tenure, their organizational tenures are positively related to innovative behavior, but for those with a longer position tenure in organizations, their organizational tenure may relate to innovative behavior negatively, whatever their status hierarchies are (high or low). This study is helpful in providing theoretical foundation and practical skills to such issues regarding how to trigger innovative behavior efficiently at different career stages. Research limitations/implications – Limitations include tenure range of participants and no longitudinal samples in our studies. Future research should examine more contextual factors which influenced the relationship between organizational tenure and innovative behavior. Practical implications – The results of this study show that long organizational tenure is not negatively related to innovative behaviors. For managers, do not ignore the contribution of long-tenured employees to innovation. Through promotion or job rotation to increase employees’ job satisfaction and innovative willing. Originality/value – To authors’ knowledge, this is the first study to examine status attribute class variables in the relationship between organizational tenure on innovative behavior. The study is helpful in providing theoretical foundation and practical skills to such issues regarding how to trigger innovative behavior at different career stages correctly.

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