The current study explored the role of psychological contract fulfilment on innovative work behaviours of employees in sport-based small business enterprises (SBEs). Building on literature from sport and non-sport organisational contexts, a model positing a direct linear relationship between psychological contract fulfilment and innovative work behaviours was proposed. Affective commitment and organisational citizenship behaviours were included in the model as partial mediators. The model was tested using a sample of 216 employees from affiliated minor league baseball franchises. Results supported a model where organisational citizenship fully mediated the relationship between psychological contract fulfilments and innovate work behaviours. Affective commitment was predicted by psychological contract fulfilment but was not significantly related to the other variables in the model.

En 2010, 1 500 chefs d'entreprise ont identifié la créativité des managers comme le facteur le plus important pour les réussites futures des organisations. Cependant, l'engagement des managers dans des actions créatives est en constante concurrence avec des comportements de routine qui impliquent moins de prise de risque, d'incertitude et de possibilité d'échec. La thèse présente trois axes de recherche pour étudier et comprendre la décision des managers de s'engager dans des actions créatives. Le premier se concentre sur la façon dont les managers conçoivent la créativité et l'innovation lorsqu'elles s'appliquent à leur activité. Elle étudie aussi la façon dont les conceptions des managers peuvent influencer leurs propres comportements créatifs et leur évaluation de pratiques managériales et de managers créatifs. Le second axe montre que les actions créatives résultent d'un processus décisionnel qui évalue la pertinence de la créativité dans des situations spécifiques et prend en compte les prédispositions individuelles comme les caractéristiques favorables de l'organisation. Le troisième axe établit comment la complémentarité ou l'inadéquation entre les caractéristiques des managers et de leurs organisations peuvent déclencher des comportements créatifs. Les conclusions de cette recherche réaffirment l'intérêt des approches multivariées et interactionnistes de la créativité dans les organisations. Elle souligne également l'importance de considérer l'évaluation par les managers de la pertinence et de l'efficacité d'actions créatives dans des situations de travail spécifiques. Enfin, la plupart des recherches tendent à concevoir que la créativité émerge de circonstances positives et encourageantes. Au contraire, la présente recherche atteste que les managers sont le plus souvent amené à adopter des comportements créatifs dans des situations de travail qui ne sont pas optimales et satisfaisantes. / In 2010, 1,500 Chief Executive Officers identified managers' creativity as the most crucial factor for future organizational success. However, managers' engagement in creative actions is constantly competing with routine behaviors that imply less risk taking, uncertainty and possibility of failure. This dissertation explores three potential avenues to understand managers' decisions to engage in creative actions. The first one focuses on managers' conceptions of creativity and innovation as antecedents of their own creative behaviors and their evaluation of creative managers and managerial practices. The second avenue examines how creative actions result from a decision-making process that evaluates the relevance of creativity in specific situations and takes into account individual predispositions and organizational characteristics. The third avenue investigates the extent to which a fit or misfit between managers and their organizations can trigger creative behaviors. This research reaffirms the relevance of the multivariate and interactionnist approaches to organizational creativity. It highlights also the importance of considering managers' evaluation of the appropriateness and effectiveness of specific creative actions in specific situations. Finally, most research tends to conceive that managerial creativity emerges from positive and encouraging circumstances. In contrast, the present research highlights that managerial creativity can emerge as a response to situations of misfit and dissatisfaction.

Global Alliance of Marketing and Management Associations (GAMMA). The purpose of this study was to examine the effects of employees’ extra-role behaviors on desired organizational outcomes in sport. An assessment of innovative work behaviors and organizational citizenship behaviors of Minor League Baseball team front office employees was conducted as organizations planned for an upcoming season. An empirical model controlling for extraneous factors was developed and tested. Results revealed organizational citizenship behaviors of front office employees positively affected attendance during the season for Triple-A and Double-A level franchises. No significant effects between employees’ organizational citizenship and team attendance was seen in lower level teams. Employees’ innovative work behaviors were not significantly related to team attendance. The current study indicates that these sport organizations may not be benefitting from the behaviors it celebrates in its employees, namely the extra role behaviors. This study has demonstrated that context specific factors can substantially alter expected employee and organizational behaviors.

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Made available in DSpace on 2016-03-15T19:26:24Z (GMT). No. of bitstreams: 1 Antonio Cesar Barbariniprot.pdf: 5498245 bytes, checksum: 8ee5821aba2d4d3741856a81ee04776b (MD5) Previous issue date: 2015-03-04 / The challenges of the business environment in the 2010s are becoming increasingly complex, with fast-paced changes and different kinds of pressure from competition, customers, regulatory agencies, unions, the economy, etc. In this context, organizations need to be more responsive to change and learn quickly in the face of new demands. In the 80s and 90s, the quality of products and services was the rule to differentiate between companies on the market, which made organizations seek models and systems to ensure compliance with the highest standards of quality required in different markets. In addition, companies increased their standards of operational efficiency, productivity and reliability, but also ended up becoming more similar and only slightly differentiated among themselves. Organizations now face the challenge of adopting more flexible systems, standards and structures in order to facilitate adaptation to the current context, which is extremely dynamic. In this scenario, innovation can help organizations become more competitive, as long as they can continually learn, by taking advantage of the informal learning in the workplace, which represents more than 80% of the total number of learning opportunities. Considering the current levels of complexity, dynamism and uncertainty present in the work environment, errors or failures are by-products of organizational processes and are not necessarily bad; it is important that organizations can quickly learn from the mistakes, through people. Some factors may influence the creation of an environment where people can learn from mistakes, experiment and apply ideas, by adopting innovative work behaviors. This quantitative study seeks to examine the relationship between the factors that influence learning from errors and the innovative work behaviors in a multinational organization in the pharmaceutical segment. The research with employees from different areas received 146 valid responses which were analyzed using confirmatory factor analysis with the SmartPLS 2.0 M3 software. The hypothesis that the Factors that Influence the Learning from Mistakes have positive relationship with the Innovative Work Behaviors was confirmed. The structural coefficient obtained between the two dimensions was 0.618 (p< 0.001), which means that the construct Factors that Influence the Learning from Mistakes explains 38% of the variation in the indices of the Innovative Work Behaviors construct. The companies ability to quickly learn from mistakes and experiments, taking advantage of the human capital potential, particularly through innovative work behaviors, can be a critical aspect of differentiation in the marketplace and a way for companies to obtain competitive advantage. This study aims to contribute to the expansion of knowledge on the subject, highlighting the importance of the proper management of the factors that may influence the learning from mistakes in the work environment. In addition, this study contributes with the validation and adaptation of the original scales of constructs studied to the Brazilian context. / Os desafios do ambiente de negócios nos anos 2010 se tornam cada vez mais complexos, com mudanças em ritmo acelerado e pressões de ordem econômica, regulatória, da concorrência, dos clientes etc. Nesse contexto, as organizações precisam ser mais ágeis, para mudar e aprender rapidamente, diante das novas demandas. Nas décadas de 1980 e 1990, a qualidade dos produtos e serviços servia para diferenciar as empresas no mercado, o que fez com que as organizações buscassem modelos e sistemas para assegurar conformidade com os altos padrões de qualidade exigidos nos diferentes mercados. Além disso, as empresas aumentaram seus padrões de eficácia operacional, produtividade e confiabilidade, mas também acabaram tornando-se mais parecidas e pouco diferenciadas entre si. As organizações agora se deparam com o desafio de adotar sistemas, normas e padrões mais flexíveis, que facilitem a adaptação ao atual contexto extremamente dinâmico. Nesse cenário, a inovação pode ajudar as organizações a se tornarem mais competitivas, desde que possam aprender continuamente, aproveitando especialmente as situações de aprendizagem informal no trabalho, que representam mais de 80% do total das oportunidades de aprendizagem. Considerando os níveis atuais de complexidade, dinamismo e incertezas presentes no ambiente de trabalho, os erros ou falhas acabam sendo subprodutos dos processos organizacionais e não são necessariamente ruins; é importante que as organizações possam aprender rapidamente a partir dos erros, por meio das pessoas. Alguns fatores no âmbito da organização podem influenciar a criação de um ambiente onde as pessoas possam aprender com os erros, experimentar e aplicar ideias, adotando comportamentos inovadores no trabalho. Este estudo de natureza quantitativa busca examinar as relações entre os fatores que influenciam a aprendizagem a partir dos erros e os comportamentos inovadores no trabalho em uma organização multinacional do segmento farmacêutico. A pesquisa com funcionários de diferentes áreas obteve 146 respostas válidas e os dados foram analisados utilizando-se a análise fatorial confirmatória com o software SmartPLS 2.0 M3. A hipótese de que os Fatores que Influenciam a Aprendizagem a Partir dos Erros têm relação positiva com os Comportamentos Inovadores no Trabalho foi confirmada. O coeficiente estrutural obtido entre as dimensões foi de 0,618 (p<0,001), sendo que o construto Fatores que Influenciam a Aprendizagem a Partir dos Erros explica 38% da variação dos índices do construto Comportamentos Inovadores no Trabalho. A capacidade das empresas aprenderem rapidamente a partir dos erros e experimentos, aproveitando o potencial do capital humano existente, especialmente através de comportamentos inovadores no trabalho, pode ser um aspecto crítico para diferenciação no mercado e para a obtenção de vantagem competitiva. Este estudo visa contribuir para a ampliação dos conhecimentos sobre o tema, destacando a importância da gestão adequada dos fatores que influenciam a aprendizagem a partir dos erros no ambiente de trabalho. Adicionalmente, contribui para a validação e adaptação das escalas originais dos construtos estudados para o contexto brasileiro.