Why do people engage in innovative behavior in the workplace? More specifically, what motivational reasons affect an employee?s decision to introduce new product ideas, apply new work methods, and suggest new ways to achieve objectives? Based on the efficiency-oriented perspective and the social-political perspective in understanding innovation, I hypothesize and test expected positive performance outcomes, expected image risks, and expected image gains as proximal determinants of individual innovative behavior at work, and examine how they mediate the effects of more distal antecedents. Adopting a contingency approach, I also examine the explanatory power of performance and image outcome expectations under different reward contingency situations. The theoretical framework was tested in a field study. I found a significant positive effect of expected positive performance outcomes and a significant negative effect of expected image risks on employee innovative behavior. Five distal antecedents (perceived organization support for innovation, supervisor relationship quality, innovativeness as job requirement, reputation as innovative, and dissatisfaction with the status quo) had indirect effects on innovative behavior by either increasing expectedpositive performance outcomes or reducing expected image risks, or both. The effect of expected positive performance outcomes was stronger when perceived performance-reward contingency was high. The effect of expected image risks was stronger when perceived image-reward contingency was high. Implications were discussed in terms of building a multiple-perspective framework for understanding innovative behavior and designing managerial strategies to encourage employee innovativeness.

Why do people engage in innovative behavior in the workplace? More specifically, what motivational reasons affect an employee?s decision to introduce new product ideas, apply new work methods, and suggest new ways to achieve objectives? Based on the efficiency-oriented perspective and the social-political perspective in understanding innovation, I hypothesize and test expected positive performance outcomes, expected image risks, and expected image gains as proximal determinants of individual innovative behavior at work, and examine how they mediate the effects of more distal antecedents. Adopting a contingency approach, I also examine the explanatory power of performance and image outcome expectations under different reward contingency situations. The theoretical framework was tested in a field study. I found a significant positive effect of expected positive performance outcomes and a significant negative effect of expected image risks on employee innovative behavior. Five distal antecedents (perceived organization support for innovation, supervisor relationship quality, innovativeness as job requirement, reputation as innovative, and dissatisfaction with the status quo) had indirect effects on innovative behavior by either increasing expectedpositive performance outcomes or reducing expected image risks, or both. The effect of expected positive performance outcomes was stronger when perceived performance-reward contingency was high. The effect of expected image risks was stronger when perceived image-reward contingency was high. Implications were discussed in terms of building a multiple-perspective framework for understanding innovative behavior and designing managerial strategies to encourage employee innovativeness.

The most important thing for company to stay competitive is keeping innovative. When a new product launches to the market, you must keep developing another new product to move faster than the competitors. Besides, the human resource and equipment to develop new products must be a huge investment. The returns are not always guaranteed. Without R&D investment, the company will be out of competition in a short time.The employees always be encouraged to have innovative thinking with incentives. Sometimes, their creative ideas would bring unexpected effect and benefit the company. How does R&D personnel to have innovation? The purpose of the research is to understand the elements of innovation on R&D personnel. From the case company, Taiflex Scientific Co., Ltd, to have creative employees would bring tremendous benefits to the company. Every company would ask the R&D team to keep innovative and to develop new products continuously in order to be the leader in the market. If we can understand what the elements of the innovation, we can recruit creative personnel and speed up the development. While the company can launch new products quicker and raise up the company competitiveness, R&D team is the main weapon to fight the competitors. This is a case study of Taiflex Scientific Co., Ltd. There are 5 teams in the case company and all members are treated equally under same working environment and incentive policy. This study focus on the relationship between the innovative behavior of R&D personnel, also the team innovation performance and the influencing factors. The Purpose of the study is to understand the factors of the innovative behaviors on R&D persons and the relation between innovative team and performance. The factors are personality traits and KEYS. This study adopts Five Factor Model (Big Five) that includes Neuroticism, Extraversion, Openness to Experience, Agreeableness , Conscientiousness, on the personality traits. The study of organization factors adopts KEY structure. The result is concluded from questionnaire survey and interviews. The main factors on R&D innovation are personality traits, but team atmosphere would have only certain influence. From the case study, Openness to Experience and Extraversion have higher contribution to innovative behavior than Neuroticism, Agreeableness and Conscientiousness. The freedom from the team atmosphere is the main factor for R&D personnel innovation. The challenging job is the second important factor. The case company shows that innovative team behavior has positive connection on R&D performance. The more creative team has better performance. Besides, personnel working experience and education would have certain effect. The purpose of the study is to know the requirements such as personality traits, working experience and education while recruiting R&D personnel. Then we can find the suitable person, have better performance and keep the company competitive.

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This study aimes to the investigate relationship between individual and organizational variables on staff innovative behavior. The individual variable is personal sense of humor, and the organizational variable is organizational playfulness climate. The analysis are done by using hierarchical linear modeling for Windows. The major results of thisstudy are as following: 1. The sense of humor has significant influence on staff innovative behavior. 2. Organizational playfulness climate has significant influence on staff innovative behavior. 3. The relationship between sense of humor, and staff innovative behavior is not affected by organizational playfulness climate. Finally, some suggestions provide as references to businesses and further studies.

Le sentiment d’insécurité vis à vis de son emploi, en tant que facteur de stress, influence négativement le comportement lié au travail des employés. Dans cette recherche, nous nous sommes intéressés à la relation entre l’insécurité de l’emploi et le comportement innovateur des employés, étant donné que cette dernière n’a été pas étudiée dans la littérature. Le but de notre recherche est de savoir dans quelle mesure l’insécurité de l’emploi diminue le comportement innovateur des employés.Pour répondre à cette question, nous avons formulé l’hypothèse fondamentale que l’insécurité de l’emploi diminue les motivations d’un employé à innover et par conséquent diminue son comportement innovateur. La motivation d’un employé à innover a été analysée sous l’angle des attentes en matières de performance et d’image : un employé est motivé à innover lorsqu’il cherche à accroitre ses gains en matière de performance ou à améliorer son image dans l’organisation. À contrario, un employé s’abstient d’innover lorsqu’il perçoit qu’elle risque d’influencer négativement son image.Nous avons testé notre hypothèse sur un échantillon de 343 employés de différentes industries situées en France. Le résultat de notre recherche a montré que le sentiment d’insécurité de l’emploi est effectivement lié négativement au comportement innovateur des employés, au sens où cette insécurité diminue ses gains perçus en matière de performance et d’image. Que ce soit au plan académique ou au plan du management des organisations, l’apport de notre recherche consiste à proposer l’insécurité de l’emploi comme un nouvel antécédent du comportement innovateur des employés. / Ob insecurity or the threats of unemployment has been recognized to be a stress maker at the workplaces, leading to a decrease in productive behaviors in organizations. This doctoral dissertation is interested in the relationship between job insecurity and employees’ innovative behavior, considering the fact that no previous studies have been made on the latter. The aim is to find out by which means job insecurity affects an employee’s decisions on the introduction of new product ideas, applying new work methods, and suggestions about new ways to achieve the objectives at the workplace. To answer this question, this hypothesis was suggested and tested, that job insecurity reduces the employee’s motivation to innovate and therefore reduces its innovative behavior. An employee’s motivation has been studied in terms of his expectations of performance and image. An employee is motivated to innovate in order to increase its gains in performance or image in the organization, whereas an employee prevents himself to innovate when he perceives the risks of endangering his image. After defining the concept and its components, we tested our hypothesis on a sample of 343 employees of different companies in France. We found that job insecurity is negatively related to innovative behavior of an employee. While he loses his motivation to gain, he does no more innovation, as he looks no more for either performance or improving his/her image. Either through an academic way or an organization management, the contribution of this research represents job insecurity as a new antecedent of employee’s innovative behavior in the workplace.

The study investigated the relationship among supervisor's job insecurity, job stress, abusive supervision, employee¡¦s job engagement and innovative behavior. The author distributed 90 questionnaires for supervisors and 270 questionnaires for employees who work in research and development department. In all, questionnaires were completed by the 83 supervisor and 133 employees and analyzed by factor analysis, internal consistency analysis, regression analysis and path analysis to measure the relationship among the constructs. Research results found that: (1) Supervisor¡¦s job insecurity and work stress was positively related to employee¡¦s perception of abusive supervision. (2) Employee¡¦s perception of abusive supervision was negatively related to their job engagement. (3) Employee¡¦s job engagement was positively related to their innovative behavior. The results provide an idea that encourages researchers to explore other possible factors which cause abusive supervision in the future.

Nowadays, human resource management transforms the business into globalization, and globalization trend changes the management of human resource as well. Therefore, given the importance for enterprises to figure out the factors to cultivate competitive advantages among foreign professionals in a cross-cultural working environment and improve the innovation process and work performance in advance, this research will discuss how cultural intelligence and knowledge sharing impact individuals¡¦ innovative behavior. Consequently, from an empirical investigation with 131 foreign professionals supported the notion that with higher cultural intelligence perceived higher innovative behavior. Correspondingly, higher metacognitive CQ, motivational CQ and motivational CQ lead to higher knowledge sharing. In addition, knowledge sharing has positive impact on innovative behavior. Furthermore, the relationships between cognitive CQ and innovative behavior were mediated through knowledge sharing.

This study aimed to investigate relationship between individual and organizational variables on staff innovative behavior. Individual variables were personal playfulness and sense of humor, and organizational variable was organizational playfulness climate. The analyses were done by using hierarchical linear modeling for Windows. The main findings of this study were as follows: 1. Personal playfulness had significant influence on staff innovative behavior. 2. The sense of humor had insignificant influence on staff innovative behavior. 3. Organizational playfulness climate had significant influence on staff innovative behavior. 4. The relationship among personal playfulness, sense of humor, and staff innovative behavior was not affected by organizational playfulness climate. Finally, some suggestions were offered as references to businesses and further studies.

Nowadays, organizations face the environment with highly change and uncertainty; therefore, organizations with traditional operating ways are not sufficiently equipped with competitive advantage. To survive, they keep changing in product and service. However, innovation does not merely mean new facilities and technologies; innovation mainly depends on whether the organization as a whole has innovative ideas. One of the most essential issues to organizations is to establish a continuous innovation system with adaptability and innovativeness, and it consists of two key levels: employee and organization. In individual level of, innovation will be a job for every employee; it will also be necessary for the organization itself to have the abilities of continuous innovation and to adjust to change at any time. The multiple regression analysis and hierarchical linear model (HLM) were used to analyze the relationships among employees¡¦ personality, organizational innovative climate, and employees¡¦ innovative behaviors to attempted to discover highly innovative employees in organizations. The results are presented as follows. 1. There was significantly positive influence of the personality of ¡§conscientiousness¡¨, ¡§extraversion¡¨, ¡§openness to experience¡¨ on ¡§individual innovative behavior¡¨ respectively ; but there is no significant influence of the personality of ¡§agreeableness¡¨, ¡§neuroticism¡¨ on individual innovative behavior respectively. 2. There was no significant influence of organizational innovative climate on individual innovative behavior. 3. The study examined the moderating effect of organizational level variable by slopes-as-outcomes mode. The result showed that organizational innovative climate had the moderating effect on conscientiousness and individual innovative behavior. The result indicated that the stronger extent of organizational innovative climate, the more employee with the personality of ¡§conscientiousness¡¨ tends to have more individual innovative behaviors.