HOW DEVIATED ARE SLOGANS FROM ACTION? A CONFIGURATION ANALYSIS OF THE JOINT EFFECT OF MULTIPLE FACTORS THAT STIMULATE EMPLOYEES’ INNOVATION BEHAVIOUR

IF 1.3 Q3 MANAGEMENT
Yue Yang, Liming Zhang, Chang-biao Zhong, QI Chen, Guoqian Xi
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引用次数: 0

Abstract

Most companies promote “innovation” as a core value, but this declared value is not implemented in employees’ behaviour. To address this disconnection between “slogan” and “action,” this paper explores the influence of multiple psychological needs on employees’ innovation behaviour from a value-based perspective. By employing fuzzy-set qualitative comparative analysis (fsQCA) to explore the synergistic effects of multiple antecedent conditions on employees’ innovation behaviour fully, the study draws the following conclusions. (1) The organisation’s declared innovative values are not necessary to promote high levels of corporate innovation behaviour but must work in tandem with other elements to produce high levels of employee innovation behaviour. (2) The mechanism underlying high levels of employee innovation behaviour can be divided into five configurations, revealing that different organisations of five conditional factors can lead to a variety of paths for promoting employee innovation behaviour.
口号与行动的偏差有多大?激励员工创新行为的多因素联合效应的配置分析
大多数公司都将“创新”作为核心价值观来宣传,但这种宣称的价值观并没有体现在员工的行为中。为了解决“口号”和“行动”之间的脱节,本文从价值观的角度探讨了多重心理需求对员工创新行为的影响。本研究采用模糊集定性比较分析法(fsQCA)全面探讨了多个先行条件对员工创新行为的协同效应,得出以下结论。(1) 组织宣称的创新价值观不是促进高水平企业创新行为所必需的,而是必须与其他要素协同工作,以产生高水平的员工创新行为。(2) 高水平员工创新行为的机制可以分为五种配置,揭示了五个条件因素的不同组织可以为促进员工创新行为开辟多种途径。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
3.70
自引率
14.30%
发文量
84
期刊介绍: The International Journal of Innovation (IJIM) is the official journal of the International Society of Professional Innovation Management (ISPIM). Both the IJIM and ISPIM adopt a multi-disciplinary approach to addressing the many challenges of managing innovation, rather than a narrow focus on a single aspect such as technology, R&D or new product development. Both are also international, inclusive & practical, and encourage active interaction between academics, managers and consultants.
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