An empirical examination of performance and image outcome expectation as determinants of innovative behavior in the workplace

Abstract Innovative behavior can be defined as the intentional generation, promotion, and realization of new ideas within a work role, work group, or organization in order to benefit role performance, a group, or an organization. There are various factors as antecedents of individual innovations. Some outcomes expectations affect people to make innovation. One major factor that becomes people innovative in organization is to bring performance gains. Expected performance outcomes are positive when employees believe that their innovative behavior will bring performance improvement for their work role or works unit. Also, employees become more innovative to obtain some image outcomes. The purpose of this study is to examine how employees’ innovative behavior is explained by expected positive performance outcomes and expected image gains. Data was obtained from private corporations operating in Kayseri (Turkey). Regression analysis was used to examine the relationship between innovative behavior and outcomes expectations, and to test the research hypotheses. The results of regression analysis provided support for hypotheses.

[1]  F. Damanpour,et al.  Organizational innovation and performance: The problem of "organizational lag." , 1984 .

[2]  Alexander Pundt,et al.  Innovative Behavior and the Reciprocal Exchange between Employees and Organizations , 2010 .

[3]  Mohd. Hassan Jafri.  Organizational Commitment and Employee's Innovative Behavior: A Study in Retail Sector , 2010 .

[4]  E. King,et al.  How innovation can alleviate negative consequences of demanding work contexts: The influence of climate for innovation on organizational outcomes , 2007 .

[5]  J. D. Jong,et al.  How leaders influence employees' innovative behaviour , 2007 .

[6]  S. Ashford,et al.  Feedback-Seeking in Individual Adaptation: A Resource Perspective , 1986 .

[7]  M. West,et al.  Innovation at work: Individual, group, organizational, and socio-historical perspectives , 1996 .

[8]  Onne Janssen.  Fairness perceptions as a moderator in the curvilinear relationships between job demands, and job performance and job satisfaction , 2001 .

[9]  B. Bowonder,et al.  Innovation Strategies for Creating Competitive Advantage , 2010 .

[10]  Onne Janssen,et al.  How fairness perceptions make innovative behavior more or less stressful , 2004 .

[11]  R. Woodman,et al.  Innovative Behavior in the Workplace: The Role of Performance and Image Outcome Expectations , 2010 .

[12]  Onne Janssen.  Innovative behaviour and job involvement at the price of conflict and less satisfactory relations with co-workers , 2003 .

[13]  S. Scott,et al.  DETERMINANTS OF INNOVATIVE BEHAVIOR: A PATH MODEL OF INDIVIDUAL INNOVATION IN THE WORKPLACE , 1994 .

[14]  Onne Janssen.  Job demands, perceptions of effort-reward fairness and innovative work behaviour , 2000 .

[15]  Onne Janssen,et al.  Employees' goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction , 2004 .

[16]  Pekka Stenholm,et al.  Innovative Behavior as a Moderator of Growth Intentions , 2011 .

[17]  Eric Abrahamson.  Managerial Fads and Fashions: The Diffusion and Rejection of Innovations , 1991 .