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Top management in organizations have begun to realize that innovative employees add to the competitive edge of a company which serves to maintain their position in intense market competition. For this purpose, management needs to seek new ways to combine the social environment and employees in the workplace in an inextricable manner that supports innovation. The purpose of this paper was to examine the role of thriving at work and its effects on an individual's innovative behavior. Based on the socially embedded model of thriving, we aimed to assess the relevant related work on structured potential effects with relational ties (i.e., strong versus weak). Particularly, these ties affect the heedful relating differently. This study examined the antecedents of thriving at work and the innovative behavior among employees at a global investment company. Using partial least squares modeling on a sample of 412 observations (strong and weak ties), strong support was found for the theory-driven hypothesized relationships. The results contribute to a better understanding of the relational roles concerning recently emerging constructs of "thriving at work" and "positive organizational scholarship." The implications and limitations of this study are further discussed.
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Stored only when both papers are in the corpus — 24 citations exist upstream.
Papers that cite the same references — the relational fallback while embeddings are still backfilling.
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