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This study explored how diversity management fuels innovative employee behavior in the United Arab Emirates' (UAE) emerging economy. Surveying 120 individuals from various service organizations, the research found a strong connection between diversity initiatives, and employee engagement, ultimately leading to more innovative practices. Diversity management directly impacts employee engagement, which in turn significantly influence innovative work behaviors. Interestingly, employee engagement fully mediates the relationship between diversity and innovation. These findings highlight the crucial role of diversity management in fostering a culture of innovation. Organizations can leverage this by investing in training by equipping employees with skills to effectively engage across diverse teams as well as promoting inclusivity through cultivating a work environment that values and respects differences, fostering open communication and collaboration. By implementing these recommendations, organizations can harness the power of diverse perspectives to drive innovation and gain a competitive edge.

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Background: & Purpose: In the rapidly evolving digital landscape, digital human resource (HR) practices in small and medium-sized enterprises (SMEs) have become a vital success factor. This study adopts the resource-based view of the firm to explore the complicated relationships among digital HR practices, digital transformation, innovative work behavior, disruptive innovation, and work productivity in the context of Chinese SMEs. Methods: This study provides fundamental insights by drawing data from Jiangsu province, China. Data from 339 managerial staff members were collected and analyzed using SmartPLS (4.0) with a partial least squares structural equation model (PLS-SEM). Several measures, model fit, and hypothesis tests were conducted. Findings: Digital HR practices significantly affect digital transformation, innovative work behavior, and productivity. Furthermore, digital transformation is a powerful driver that positively influences innovative work behavior and productivity in SMEs. Interestingly, innovative work behavior positively influenced work productivity, exemplifying the vital role of inspired thinking and problem-solving abilities. This study also investigates the moderating role of disruptive innovation, highlighting its influence on the association between digital HR practices and digital transformation. However, disruptive innovation does not significantly moderate the association between digital transformation and innovative work behavior, suggesting fascinating nuances for SMEs. Conclusion/value: This research extends our understanding of the interaction between digitalization, HR, and innovation, and proposes practical implications for SMEs aiming to harness the transformative potential of digitization. Several theoretical and practical implications are developed for future studies on related SMEs.

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BACKGROUND: Artificial intelligence is rapidly advancing and being integrated into healthcare, potentially revolutionizing patient care and improving outcomes by leveraging large datasets and complex algorithms. AIM: Investigate the moderating role of ethical awareness between nurses' artificial intelligence perceptions, attitudes, and innovative work behaviors. DESIGN AND METHODS: A cross-sectional descriptive correlational design adhering to STROBE guidelines. A non-probability convenience sample of 415 Alexandria Main University Hospital nurses was analyzed. Statistical methods included one-way ANOVA, the student t-test, and the Pearson coefficient, with results evaluated for significance at the 5% level and internal consistency assessed via Cronbach's α. Linear regression assessed the predicting and moderating effect between ethical awareness, nurses' artificial intelligence perceptions, attitudes, and innovative work behavior. The perceptions of using the Artificial Intelligence Scale, general attitudes towards the Artificial Intelligence Scale, ethical awareness of Using Artificial Intelligence, and the Employee Innovative Behavior Scale were used to respond to the research aim. RESULTS: The study revealed that perception of AI use among nurses has a mean score of 50.25 (SD = 3.49), attitudes towards AI have a mean score of 71.40 (SD = 4.98), ethical awareness regarding AI use shows a mean score of 43.85 (SD = 3.39), and nurses innovative behavior exhibits a mean score of 83.63 (SD = 5.22). Attitude and ethical awareness were statistically significant predictors of innovation. Specifically, for every one-unit increase in attitude, innovative work behaviors increase by 1.796 units (p = 0.001), and for every one-unit increase in ethical awareness, innovative work behaviors increase by 2.567 units (p = 0.013). The interaction effects between perception, ethical awareness, attitude, and ethical awareness were also examined. Only the interaction between attitude and ethical awareness was found to be significant (p = 0.002), suggesting that the effect of attitude on innovative work behaviors depends on the level of ethical awareness. In other words, ethical awareness moderates the relationship between attitudes and innovative work behaviors rather than perception and innovation. CONCLUSION: There is a statistically significant correlation between attitude, ethical awareness, and creativity, highlighting that ethical awareness moderates the relationship between attitudes and innovative work behaviors. These findings emphasize the importance of ethical awareness in fostering positive attitudes towards AI and enhancing innovative practices in nursing, ultimately contributing to nurses' well-being.

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PURPOSE: Healthcare organizations require more proactive behaviors from nursing professionals. However, nurse managers' proactivity has rarely been analyzed in the literature and little is known about the antecedents and consequences of their proactive behavior at work. This study examines the relationships between job characteristics (i.e. job autonomy and job variety), psychological empowerment, proactive work behavior and job effectiveness indicators (i.e. innovative work behavior, job performance). We tested a model in which psychological empowerment and proactive work behavior sequentially mediate the relationship between job characteristics and job effectiveness. DESIGN/METHODOLOGY/APPROACH: A cross-sectional study was conducted among nurse middle managers from a French hospital (N = 321). A hypothetical model was developed based on existing theory. Structural equation modeling was used to test the hypotheses. FINDINGS: Results show that psychological empowerment and proactive work behavior fully mediate the relationship between job characteristics and innovative work behavior, and partially mediate the relationship between job characteristics and job performance. ORIGINALITY/VALUE: This study provides insights for understanding how job characteristics can contribute to fostering the proactivity of nurse middle managers and how their proactive work behavior can be positively related to innovative work behavior and job performance. Findings raise several implications for hospital administrators and upper management seeking new ways to enhance nurse middle managers' proactive work behavior and push further their effectiveness at work.

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Introduction: This study examines the dynamics of public service motivation (PSM), organizational commitment, and perceived innovative culture and their collective influence on innovative behavior in public organizations. It uniquely focuses on intrinsic motivational factors, extends the scope of motivational studies to the public sector, and highlights the crucial role of organizational culture in fostering innovation. Methods: A web-based survey was administered to 1,021 public servants in the central government of the Republic of Korea. Structured questionnaires were used to collect data, and structural equation modeling (SEM) was employed to analyze the relationships between the variables. Results: The SEM results confirmed positive correlations between PSM and both organizational commitment and innovative behavior. However, contrary to expectations, organizational commitment did not significantly predict innovative behavior. Additionally, no mediating effect of organizational commitment was observed. Notably, perceived innovative culture was found to moderate the relationship between PSM and organizational commitment, and between organizational commitment and innovative behavior, particularly in environments with a strong innovation focus. Discussion: These findings underscore the significance of PSM in spurring innovative behavior in the public sector, broadening our understanding of intrinsic motivation. This study also accentuates the influence of organizational culture on these dynamics. In practical terms, this suggests the importance of nurturing individuals with high PSM and fostering an environment that balances perceived innovative culture. While contributing to the fields of organizational psychology and public administration, this study has certain limitations and indicates the need for further research in various contexts.

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This research tries to investigate the dynamic link between higher education institution (HEIs) transformational leaders (TFL) and follower's outcome innovative work behavior (IWB) and Task Performance) through Knowledge sharing (KNS) in Pakistan. Using quantitative design an adopted construct was used to obtain response from HEIs leaders and employees behavior. The obtained information was analyzed through structural equation modeling (SEM) technique via Smart PLS. Results depict that direct link between University Transformational leadership and employees Innovative work behavior as well as Task Performance. The results further postulate that KNS mediate the relationship between Transformational leadership and employees TSP in the context of HEIs. Surprisingly, KNS could not evident to become a mediating variable to strengthen the relationship between transformational Leadership and employees IWB in the HEIs sector of Pakistan. In addition to enhancing the theoretical comprehension of higher education leadership, the outcomes of this article provide that promoting knowledge sharing culture is valuable asset for both existing and future HEIs leaders in order to promote the culture of innovation and creativity. Although recent studies investigate the role of KNS as a mediator, however the current study use KNS as contemporaneous intervening variable for IWB and Task Performance for the first time. The study also confirms theoretical underpinning of social exchange mechanism in strengthening the relationship between leader member's continuum.

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INTRODUCTION: In the rapidly evolving healthcare landscape, the capacity to foster innovative work behavior among nurses is increasingly important. This study examined the dynamics between inclusive leadership, psychological safety, collectivism, and innovative work behavior among nurses. DESIGN: The study used a cross-sectional, correlational design. METHODS: This study utilized data from 730 medical-surgical nurses who provided direct care to patients. Standardized instruments were used to assess key study variables. Statistical analyses, including moderated mediation regressions, were employed to investigate the complex interplay among these variables. RESULTS: We found a positive association between inclusive leadership and innovative work behavior, and psychological safety mediated this relationship. Collectivism moderated inclusive leadership's direct relationship with psychological safety and its indirect relationship with innovative work behavior. The results revealed that nurses with lower levels of collectivism were more responsive to their managers' inclusive behaviors, strengthening the relation between inclusive leadership, psychological safety, and innovative work behavior. CONCLUSION: Our findings suggest that promoting inclusive leadership behaviors among nurse managers to create a psychologically safe environment can motivate nurses to engage in innovative work behavior. However, it is also important to understand that the effectiveness of leadership may differ depending on the collectivist values of individual nurses. CLINICAL RELEVANCE: Nurse managers should adopt inclusive leadership behaviors, such as valuing trust, open communication, and diversity, in order to foster psychological safety and innovative work behavior among nurses.

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This study aims to investigate the intricate interplay between self-transcendence, spiritual transcendence, innovative work behavior, and the mediating role of workplace spirituality. Utilizing structural equation modeling, it examines the associations among these variables. Mediation analysis explores the extent to which workplace spirituality mediates these relationships. The findings reveal positive connections between self-transcendence, spiritual transcendence, workplace spirituality, and innovative work behavior. Specifically, workplace spirituality partially mediates the relationship between self-transcendence and innovative work behavior while fully mediating the connection between spiritual transcendence and innovative work behavior. These results underscore the pivotal role of spirituality in the workplace in nurturing innovative behavior among employees. The practical implication emphasizes cultivating workplace spirituality to foster innovative work behavior. This study contributes to existing literature by elucidating the underlying mechanisms linking self-transcendence, spiritual transcendence, workplace spirituality, and innovative work behavior, underscoring the significance of workplace spirituality as a catalyst for enhancing innovative work behavior.

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Innovation is a vital element of an organization's success. Companies must implement efficient, innovative plans and policies to consistently develop novel innovations. Based on the theory of planned behavior, the current framework formulated the idea of entrepreneurial education, entrepreneurial mindset, and technological knowledge with entrepreneurial intention in the healthcare industry. Further, this concept comprises the mediating role of innovative work behavior and the moderating effect of entrepreneurial motivation between constructs. The study adopted a quantitative method and collected data from 529 employees working in healthcare organizations (e.g., medical services, manufacturing medical equipment, and drugs/Pharmaceutical companies). The study's findings revealed that entrepreneurial education, entrepreneurial mindset, and technological knowledge positively and significantly affect entrepreneurial intention. The mediation results show that innovative work behavior significantly affects other constructs, and entrepreneurial motivation has a significant moderating effect. The study highlighted the notable transformations in the healthcare industry by proposing the need for relevant entrepreneurial education, traits, and characteristics in accelerating business activities. The study found a link between entrepreneurial education, mindset, technological knowledge, and entrepreneurial intention. This study is helpful for managers and practitioners in executing effective strategies for innovation in healthcare companies.

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BACKGROUND: Globalization and innovative technologies forced organizations to adopt innovative approaches and innovations for gaining a sustainable competitive advantage. Innovative Work Behavior (IWB) is related to the employees, ability, and enthusiasm to create innovative ideas. It exhibits a dynamic framework that is easier to be impacted by the ethical climate. METHODS: Descriptive correlational design was applied and the study was performed at different inpatient units in Kafrelsheikh Governorate General Hospital. Two hundred twenty-two staff nurses and 45 head nurses from the aforementioned setting were chosen as a purposive sample. Two instruments were utilized to obtain the data; Innovative Work Behavior questionnaire and Ethical Climate Questionnaire. The significance of the acquired data was evaluated at the 5% level. Number and percentage were used to describe qualitative data and Range frequency, mean, standard deviation, and Pearson coefficient were used to characterize quantitative data. RESULTS: More than half of staff nurses had a positive perception of innovative work behavior and more than three quarters of them had a negative Ethical climate perception. CONCLUSION: The study proved a significant relation between Efficiency dimension and the overall innovative work behavior perception p = 0.044, and the economic affairs and innovation dimension and the overall ethical climate perception p = 0.033.

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In recent research, a growing body of empirical evidence suggests that prosocial impact at work can play a significant role in enhancing creativity and innovativeness. Drawing from self-determination theory, we hypothesized that basic psychological needs and benevolence satisfaction could serve as a mediating factor in the relation between an employee's perceived social impact and innovative work behavior and creativity, thus illuminating the manner in which the contentment of psychological needs fosters inventive proclivities within the organizational milieu. Results from a study in Greece and Canada (N = 528) showed that both perceived social impact and prosocial motivation are positively associated with innovative work behavior and creativity while autonomy and competence satisfaction mediate the relation between perceived social impact and the work outcomes examined within this study. Moreover, prosocial motivation was found to moderate the relation between benevolence satisfaction and innovativeness. Findings extend prior research on the role of prosociality on creative behavior at work and provide supporting evidence for the organizations that encourage and support employees' initiatives to make a positive difference in the lives of others.

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The demonstration of innovative behaviour by employees plays a crucial role in enabling organisations to effectively respond and adapt to the rapidly evolving business landscape. There has been an increase in research aimed at identifying the factors that contribute to the progressive development of innovative capacity, as there has been a substantial rise in interest in the comprehension of innovation mechanisms. Drawing on self-determination theory, this study aims to investigate the effect of employee engagement on innovative work behavior. The mediating role of employee voice behavior was also explored. Additionally, this study examines the potential moderating impact of perceived distributive justice on the relationship between employee engagement and innovative work behavior. A quantitative study was undertaken using a sample size of 180 participants who were employed in the manufacturing sector of Pakistan. Partial least squares structural equation modelling (PLS-SEM) was used to analyze the results of the study. The results revealed that engaged employees are more likely to exhibit innovative behavior. Furthermore, employee voice was discovered to fully mediate the relationship between employee engagement and innovative behavior, as well as to have a significant influence on both employee engagement and innovative behavior. However, the findings did not support the hypothesis that perceived distributive justice moderates the association between employee engagement and innovative behavior. Future research directions and managerial implications were also mentioned.

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Focusing on employees, this study examined the respective mediating and moderating effects of affective organizational commitment and organizational learning capacity in the relationship between core self-evaluation and innovation work behavior. We collected data via an online survey from 330 office workers at midsize and large companies in a metropolitan area of South Korea. The results of analyzing the data using PROCESS macro were as follows: (1) core self-evaluation was positively related to innovative work behavior; (2) the relationship was mediated by affective organizational commitment; (3) the relationship was buffered by organizational learning capacity, such that a higher level of organizational learning capacity diminished the impact of core self-evaluation on innovative wok behavior; and (4) the conditional effect of core self-evaluation on innovative work behavior existed only in the group of a low level of organizational learning capacity. Based on these findings, we suggested implications for theory building, research, and practice.

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Innovative Work Behavior (IWB) of employees is one of the essential requirements for organizations to excel in competition in today's dynamic world. Nowadays, organizations can keep the current pace through competitive advantage. But to acquire competitive advantage, employees must be creative and innovative in their work-related behaviors. Small and Medium Enterprises (SMEs) in Pakistan are suffering several challenges in this regard. Therefore, current study is designed to examine the role of negative events and negative leadership on the IWB of the employees with mediating role of Psychological Well-being (PsyWB). Further, the moderating role of Perceived Organizational Support (POS) has also been tested. The negative event used in current research is Workplace Incivility (WPI) and Despotic Leadership (DL) from the negative leadership styles examined. Results of the current study showed that the presence of WPI and DL in organizations damage the IWB of employees as they harm the PsyWB of employees. We find that PsyWB mediated the relationship among DL, WPI, and IWB. POS is helpful for employees to overcome the negative issues prevailing in the organizations. The SMEs need to construct policies to eradicate WPI and must discourage despotic personalities to make the environment favorable for employees to protect their IWB. There must be some events that can increase the positive PsyWB of employees to make them more creative and motivated. Likewise, POS must be at sufficient level so that employees feel safe and healthy in all respects.

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Purpose: This study is based on the ability-based theory of emotional intelligence (EI), organizational support theory, and componential theory of creativity. This study intended to investigate organizational performance (OP) against academics' EI in higher education institutions (HEIs) in China. This study further scrutinized perceived organizational support (POS) and innovative work behavior (IWB) as mediators among these associations. Similarly, the inter-link between POS and IWB was investigated. Design/methodology/Approach: Chinese HEIs academicians (327) were examined using quantitative and cross-sectional research methods. Likewise, PLS-SEM, that is, partial least squares structural equation modeling, was used as a data analysis method to examine assumed relationships statistically. Findings: The extracted findings established the anticipated relationships, and the results validated that EI had a direct and positive association with OP in HEIs. Similarly, the findings revealed that IWB partially mediated the association between EI and OP; however, full mediation was observed in the case of POS. Practical Implications: This study emphasizes the importance of unindustrialised glamorous blend of EI and OP in HEIs. In addition, the findings asserted that HEIs staff evaluate and control high-voltage circumstances that assure an effectual valuation and supervision of the self and others' emotions. Equally, EI amplifies POS, which flares up the IWB while enriching OP in HEIs. Originality/Value: This study examined OP alongside academicians' EI in HEIs, which is among the initial pieces of research on HEIs. Additionally, the wholesome research nexus that scrutinizes POS and IWB as an inter-link between EI and OP in HEIs is original.

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This study examines the relationship between employees’ social tie diversity (ties heterogeneity based on organizational functions), innovative work behavior, informal field-based learning, and reciprocity (bidirectional ties proportion). A sample of 182 workers from an Italian clothing manufacturing company was analyzed. The findings reveal that social tie diversity positively influences innovative work behavior, and their relationship is mediated by informal field-based learning. Additionally, reciprocity strengthens the indirect link between social tie diversity and innovative work behavior. This research contributes to the network and innovation literature by corroborating the role of social tie diversity in promoting innovative work behaviors, highlighting the importance of informal field-based learning, and emphasizing the impact of reciprocity. By doing so, this study offers insights into processes and conditions under which social tie diversity has the greatest impact on employee innovation, providing practical implications for fostering innovative work behaviors in organizations.(AU)

El estudio analiza la relación entre la variedad de vínculos sociales de los empleados (heterogeneidad de los vínculos cimentada en las funciones en la empresa), el comportamiento innovador en el trabajo, el aprendizaje informal de campo y la reciprocidad (proporción de vínculos bidireccionales). Se utilizó una muestra de 182 trabajadores de una empresa textil italiana. Se observó que la diversidad de vínculos sociales influye positivamente en el comportamiento innovador en el trabajo y que esta relación está mediada por el aprendizaje informal de campo. Además la reciprocidad fortalece la relación indirecta entre la diversidad de vínculos sociales y el comportamiento innovador en el trabajo. El estudio es una contribución a las publicaciones sobre redes e innovación al corroborar el papel que juega la diversidad de vínculos sociales en el impulso al comportamiento innovador en el trabajo, destacando la importancia del aprendizaje informal de campo y la influencia de la reciprocidad. De este modo el estudio aporta ideas sobre los procesos y condiciones en las que la diversidad de vínculos sociales tiene mayor repercusión en la innovación de los empleados, con implicaciones prácticas para impulsar el comportamiento innovador en el trabajo en las empresas.(AU)

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Innovation requires creativity, risk-taking, and the ability to manage change effectively, all of which are closely linked to emotional intelligence. Individuals with high levels of emotional intelligence are more flexible, adaptable, and resilient in technological advancements and are better able to respond effectively to new challenges and opportunities. Thus, this study aims to recognize the significant role of emotional intelligence, along with the mediation of innovative work behavior (IWB) and the moderation role of cultural intelligence in the attainment of innovation performance. This is quantitative research and for data collection, a questionnaire was used in healthcare institutions. The result shows that emotional intelligence is an antecedent of innovation performance. The finding also proved that IWB mediates the linkage between emotional intelligence and innovation performance. In addition, the outcomes show that cultural intelligence strengthens the relationship between emotional intelligence and innovation performance. However, the current dynamic business world has created an urgency to understand the linkage between the employee's emotional intelligence and employee innovative performance, particularly taking into consideration the mediation effect of IWB. Emotional intelligence and innovation are closely linked, and innovative work behavior connects this link in a stronger way. This study offered a unique framework for achieving innovation performance through the nexus of emotional intelligence, innovative work behavior, and cultural intelligence.

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The present study investigates the relationship between positive psychological capital (PsyCap) and innovative work behavior (IWB), as mediated by autonomous motivation and participative leadership moderation. The study was conducted on a sample of 246 employees from various public and private organizations, recruited through different social networks. The moderated mediation analysis provided evidence about the impact of employees' PsyCap on their innovative behavior at work. This behavior will be higher when individual factors (PsyCap) and social factors (participative leadership) interact with one of the most self-determined forms of motivation. Our findings highlight the importance of the individual's positive psychological capital in activating the resources and motivation, necessary to develop innovative behavior in employees, thus achieving organizational success in today's dynamic and competitive business environment. The results also confirmed the moderating effect of participative leadership on the relationship between autonomous motivation and innovative behavior of employees, supporting that the relationship will be stronger when participative leadership is higher. Theoretical and practical implications are discussed, as well as limitations and suggestions for future studies.

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With the advent of the COVID-19 pandemic, the level of concern regarding employee digital competence has increased significantly. Several studies provide different surveys, but they cannot describe the relationship between digital autonomy and innovative work behaviour concerning the impact of employee digital competence. Hence, it is necessary to conduct a survey that provides a deeper understanding of these concerns and suggests a suitable study for other researchers. Using scientific publication databases and adhering to the PRISMA statement, this systematic literature review aims to offer a current overview of employee digital competence impact on the relationship between digital autonomy and innovative work behaviour from 2015 to 2022, covering definitions, research purposes, methodologies, outcomes, and limitations. When reviewing the selected articles, 18 articles were examined under relationship topics, and 12 articles reported on impact topics under different tasks. The main findings highlight the significance of digital competence and autonomy in promoting employee creativity, learning, and sharing knowledge. According to the review findings, employees with greater digital autonomy are more likely to engage in innovative work, leading to improved job performance and empowerment. Therefore, the development of digital autonomy prioritizes organizations by providing access to digital tools, training, and a supportive work environment. Overall, the current review indicates a strong positive correlation between digital autonomy, innovative work behaviour, and employee impact. This underscores the importance for organizations to not only participate in digital competence and skills, but also to create a culture that values autonomy, creativity, and innovation among its employees.