Work-related identity discrepancy and employee innovation behavior: the role of intrinsic motivation and self-construal

Work-related identity discrepancy and employee proactive behavior: The effects of face-pressure and benevolent leadership

PURPOSE

Based on social exchange theory and social cognition theory, this paper studies the effect of work-related identity discrepancy on proactive behavior of close-leadership employees through hierarchical regression analysis and examines the mediating effect of face-pressure and the moderating effect of benevolent leadership.

METHODS

This work surveyed 516 employees by questionnaire. The first round of survey mainly investigated employees in Changsha City, and the second round of survey mainly investigated employees' work-related identity discrepancy, face-pressure, benevolent leadership and proactive behavior in >10 regions. By tracking and matching, 396 valid questionnaires were finally obtained. Spss 22.0 was used to describe all the study variables; Mplus 7.0 is used to carry out a confirmatory factor analysis and a multi-path regression model.

RESULTS

The difference in work-related identity discrepancy had a significant negative impact on proactive behavior. Face-pressure partially mediated the relationship between work-related identity discrepancy and proactive behavior. Benevolent leadership moderated the indirect relationship between work-related identity discrepancy, proactive behavior and face-pressure. We hope that the findings and discussions from this study will spark further exploration and practical application of enterprise management theories.

CONCLUSION

In the context of leadership change, employee identity differences in perception can affect employee proactive behavior, especially for some close-leadership employees. Face-pressure in traditional Chinese culture has a prominent place. Managers should strive to foster an open and inclusive organizational atmosphere that promotes interaction and communication among employees, reduces the impact of negative factors like face pressure, and thereby stimulates employees' work initiative and innovative spirit. This enriches and deepens our understanding within the fields of organizational behavior and cross-cultural management.

The Influence of Personal Motivation and Innovative Climate on Innovative Behavior: Evidence from University Students in China

Purpose

Drawing on the motivation theory, this study investigated the effect and consequences of personal motivation and innovative climate on innovative behavior among university students in mainland China. The study also examined whether the effect of personal motivation and innovative climate on Chinese university students' innovative behavior is heterogeneous between disciplines and place of residence.

Methods

A quantitative study was conducted to test the hypotheses. Data were collected from 245 undergraduate students at Chinese universities with paper-based questionnaires. Self-report scales were used to measure levels of personal motivation, innovative climate, and innovative behaviors. A confirmatory factor analysis was used to test the scale and questionnaire's reliability and validity. The logistic model was applied to analyze the data and test the hypotheses.

Results

Personal motivation and innovative climate have significant effects on Chinese university students' innovative behavior. The effect of personal motivation and innovative climate on students' innovative behavior is heterogeneous between disciplines and place of residence. Further, extrinsic motivation serves as a positive incentive. Mentor support, good academic climate, and knowledge sharing affect students' innovative behavior positively. However, insufficient guaranteed resources has a significant negative influence. The data demonstrated no statistically significant difference between intrinsic motivation and students' innovative behavior.

Conclusion

This study contributes to the empirical literature on mechanisms that influence innovative behavior by testing the relation between personal motivation, innovative climate, and innovative behavior on the part of Chinese university students. In addition, these findings also provide evidence for ways to improve university students' innovative consciousness and innovative ability, as well as universities' management practice of innovative education.