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Innovative Behavior in the Workplace: An Empirical Study of Moderated Mediation Model of Self-Efficacy, Perceived Organizational Support, and Leader–Member Exchange

Recently, most organizations, from for-profit organizations to nonprofit organizations, are facing a rapidly changing environment and increased uncertainty. Organizational performance now depends on quickly responding and overcoming change through employees’ innovative behavior. As the importance of...

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Detalles Bibliográficos
Autores principales: Choi, Woo-Sung, Kang, Seung-Wan, Choi, Suk Bong
Formato: Online Artículo Texto
Lenguaje:English
Publicado: MDPI 2021
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8698413/
https://www.ncbi.nlm.nih.gov/pubmed/34940117
http://dx.doi.org/10.3390/bs11120182
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author Choi, Woo-Sung
Kang, Seung-Wan
Choi, Suk Bong
author_facet Choi, Woo-Sung
Kang, Seung-Wan
Choi, Suk Bong
author_sort Choi, Woo-Sung
collection PubMed
description Recently, most organizations, from for-profit organizations to nonprofit organizations, are facing a rapidly changing environment and increased uncertainty. Organizational performance now depends on quickly responding and overcoming change through employees’ innovative behavior. As the importance of innovative behavior has been highlighted, many organizations are looking for effective ways to encourage employees to adopt innovative behavior. From the resource perspective, innovative behavior can be regarded as high-intensity job demand, and organizations should support innovative behavior by providing and managing employees’ resources. Based on the conservation of resource perspective, this study attempted to empirically explore how self-efficacy and perceived organizational support affect the relationship between leader–member exchange (LMX) and innovative behavior. Using two-wave, time-lagged survey data from 337 employees in South Korea, we found that leader–member exchange enhances innovative behavior via the mediation of self-efficacy. Additionally, perceived organizational support positively moderates the relationship between leader–member exchange and self-efficacy. Our findings demonstrate that self-efficacy is a mediating mechanism in the relationship between leader–member exchange and innovative behavior. Furthermore, this study suggests that the higher the level of perceived organizational support, the greater the effect of leader–member exchange on innovative behavior affected by self-efficacy.
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spelling pubmed-86984132021-12-24 Innovative Behavior in the Workplace: An Empirical Study of Moderated Mediation Model of Self-Efficacy, Perceived Organizational Support, and Leader–Member Exchange Choi, Woo-Sung Kang, Seung-Wan Choi, Suk Bong Behav Sci (Basel) Article Recently, most organizations, from for-profit organizations to nonprofit organizations, are facing a rapidly changing environment and increased uncertainty. Organizational performance now depends on quickly responding and overcoming change through employees’ innovative behavior. As the importance of innovative behavior has been highlighted, many organizations are looking for effective ways to encourage employees to adopt innovative behavior. From the resource perspective, innovative behavior can be regarded as high-intensity job demand, and organizations should support innovative behavior by providing and managing employees’ resources. Based on the conservation of resource perspective, this study attempted to empirically explore how self-efficacy and perceived organizational support affect the relationship between leader–member exchange (LMX) and innovative behavior. Using two-wave, time-lagged survey data from 337 employees in South Korea, we found that leader–member exchange enhances innovative behavior via the mediation of self-efficacy. Additionally, perceived organizational support positively moderates the relationship between leader–member exchange and self-efficacy. Our findings demonstrate that self-efficacy is a mediating mechanism in the relationship between leader–member exchange and innovative behavior. Furthermore, this study suggests that the higher the level of perceived organizational support, the greater the effect of leader–member exchange on innovative behavior affected by self-efficacy. MDPI 2021-12-16 /pmc/articles/PMC8698413/ /pubmed/34940117 http://dx.doi.org/10.3390/bs11120182 Text en © 2021 by the authors. https://creativecommons.org/licenses/by/4.0/Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).
spellingShingle Article
Choi, Woo-Sung
Kang, Seung-Wan
Choi, Suk Bong
Innovative Behavior in the Workplace: An Empirical Study of Moderated Mediation Model of Self-Efficacy, Perceived Organizational Support, and Leader–Member Exchange
title Innovative Behavior in the Workplace: An Empirical Study of Moderated Mediation Model of Self-Efficacy, Perceived Organizational Support, and Leader–Member Exchange
title_full Innovative Behavior in the Workplace: An Empirical Study of Moderated Mediation Model of Self-Efficacy, Perceived Organizational Support, and Leader–Member Exchange
title_fullStr Innovative Behavior in the Workplace: An Empirical Study of Moderated Mediation Model of Self-Efficacy, Perceived Organizational Support, and Leader–Member Exchange
title_full_unstemmed Innovative Behavior in the Workplace: An Empirical Study of Moderated Mediation Model of Self-Efficacy, Perceived Organizational Support, and Leader–Member Exchange
title_short Innovative Behavior in the Workplace: An Empirical Study of Moderated Mediation Model of Self-Efficacy, Perceived Organizational Support, and Leader–Member Exchange
title_sort innovative behavior in the workplace: an empirical study of moderated mediation model of self-efficacy, perceived organizational support, and leader–member exchange
topic Article
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8698413/
https://www.ncbi.nlm.nih.gov/pubmed/34940117
http://dx.doi.org/10.3390/bs11120182
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