The International Journal of Entrepreneurship and Innovation, Ahead of Print.
Today, enterprises are devoting a burgeoning interest in fostering team innovative behaviour at the workplace. Therefore, the purpose of this study was to bring together two lines of engagement enquiry (individual and team), leaning on similar theoretical veins and ontologies; however, exploring the interrelationship between these two constructs has received scant attention. Towards that end, a survey questionnaire was developed to collect data from 547 employees working for SMEs operating in Jordan. The findings revealed that team engagement mediates individual engagement and team innovative behaviour. Further, the findings indicated a positive moderating effect of the variation in team's relationship-oriented traits on the individual-team engagement association. Interestingly, the hypothesis proposing a moderating influence of the variation in the team's task-oriented traits was not statistically supported. This study provides an unprecedented progress to the scholarly conversation revolving around the neoteric influence of employee engagement and team innovative behaviour. The newfangled theoretical model links employee engagement theory with team innovative behaviours through the moderation effects of team personality compositions.
Author Archives: Omar Mohammed Ali Ababneh
How can human capital promote innovative behaviour? exploring the attitudinal dynamics of employee engagement and mental involvement
The International Journal of Entrepreneurship and Innovation, Ahead of Print.
This study puts forward a novel advancement on understanding the underlying mechanisms that expound how human capital can lead to employees” innovative behaviour. Thus, this study intends to examine the nuanced associations between human capital and innovative work behaviour, evoking the mediation of employee engagement and moderation of mental involvement. Utilising a cross sectional research design, a random-sampling technique was used to collect responses from professionals selected from different organizations operating in Jordan. In total, 380 participants completed a questionnaire constructed from well-established measures. AMOS-Structural Equation Modelling was used to examine the measurement and structural models. The results demonstrated that, along with the direct effect, human capital asserts a substantial relevance to individuals” innovative behaviour via the mediation of employee engagement and moderation of mental involvement. To the best of the researcher’s knowledge, this is the first research attempt that views the aforementioned associations through the lens of the attitudinal constructs of employee engagement (mediator) and mental involvement (moderator). Further, this study expands the knowledge base of the cognitive, attitudinal, and behavioural literature by expanding the scope of the JD-R theory aspects to be linked to other psychological dynamics (employee engagement and mental involvement) thought to enhance employees” innovative behaviours.
This study puts forward a novel advancement on understanding the underlying mechanisms that expound how human capital can lead to employees” innovative behaviour. Thus, this study intends to examine the nuanced associations between human capital and innovative work behaviour, evoking the mediation of employee engagement and moderation of mental involvement. Utilising a cross sectional research design, a random-sampling technique was used to collect responses from professionals selected from different organizations operating in Jordan. In total, 380 participants completed a questionnaire constructed from well-established measures. AMOS-Structural Equation Modelling was used to examine the measurement and structural models. The results demonstrated that, along with the direct effect, human capital asserts a substantial relevance to individuals” innovative behaviour via the mediation of employee engagement and moderation of mental involvement. To the best of the researcher’s knowledge, this is the first research attempt that views the aforementioned associations through the lens of the attitudinal constructs of employee engagement (mediator) and mental involvement (moderator). Further, this study expands the knowledge base of the cognitive, attitudinal, and behavioural literature by expanding the scope of the JD-R theory aspects to be linked to other psychological dynamics (employee engagement and mental involvement) thought to enhance employees” innovative behaviours.