Exploratory innovation, exploitative innovation and employee creativity

Envisaging the job satisfaction and turnover intention among the young workforce: Evidence from an emerging economy

As the economy evolves and markets change after Covid-19, demand and competition in the labor market increase in China, and employees become increasingly concerned about their career opportunities, pay, and organizational commitment. This category of factors is often considered a key predictor of turnover intentions and job satisfaction, and it is important that companies and management have a good understanding of the factors that contribute to job satisfaction and turnover intentions. The purpose of this study was to investigate the factors that influence employees' job satisfaction and turnover intention and to examine the moderating role of employees' job autonomy. This cross-sectional study aimed to quantitatively assess the influence of perceived career development opportunity, perceived pay for performance, and affective organisational commitment on job satisfaction and turnover intention, as well as the moderating effect of job autonomy. An online survey, which involved 532 young workforce in China, was conducted. All data were subjected to partial least squares-structural equation modelling (PLS-SEM). The obtained results demonstrated the direct influence of perceived career development, perceived pay for performance, and affective organisational commitment on turnover intention. These three constructs were also found to have indirect influence on turnover intention through job satisfaction. Meanwhile, the moderating effect of job autonomy on the hypothesised relationships was not statistically significant. This study presented significant theoretical contributions on turnover intention in relation to the unique attributes of young workforce. The obtained findings may also benefit managers in their efforts of understanding the turnover intention of the workforce and promoting empowerment practices.

Work design, employee well-being, and retention intention: A case study of China's young workforce

China's growing workforce of young employees has propelled its economy towards becoming a global power. However, with evolving workplace difficulties and uncertainties, the rate of employee turnover is also rising, which affects every department in companies, in addition to impacting costs and finances. This study explored the influences of five core job characteristics, work relationships, and work conditions on young Chinese employees' retention intentions, mediated by employee well-being. Using a quantitative cross-sectional approach, 804 responses were obtained from young Chinese workers. We also employed partial least squares structural equation modeling to analyze and forecast the extent of the impact of this study's independent variables. The empirical findings revealed that job autonomy, skill variety, task significance, feedback, work relationships, and work conditions indirectly influenced the retention intentions of young workers in China, with employee well-being acting as a mediator. However, the impact of task identity on employee well-being and retention intentions was insignificant. Our study contributes to the literature on employee retention intentions by demonstrating the importance of young employees' perceptions of work design-related aspects and extending the application of the job characteristics model.

Unpacking the chain mediation process between transformational leadership and knowledge worker creative performance: evidence from China

Purpose

This paper aims to draw upon motivated information processing theory to examine the sequential mediating roles of perspective taking and boundary spanning between transformational leadership and the creative performance of knowledge workers.

Design/methodology/approach

The study was carried out on a sample, including a dyad of 398 knowledge workers and their immediate supervisors in four research institutes in southwest China. The authors tested the theoretical model using structural equation modeling (SEM) and Mplus 7.0 software.

Findings

The results support the mediation model in which perspective taking was found to significantly and positively mediate the relationship between transformational leadership and boundary spanning. Boundary spanning was found to significantly and positively mediate the relationship between perspective taking and creative performance. Moreover, both perspective taking and boundary spanning were found to mediate the relationship between transformational leadership and creative performance.

Practical implications

The study findings imply that the transformational leadership behaviors of managers or supervisors nurture knowledge workers' perspective taking and their boundary spanning activities leading to creative performance.

Originality/value

The findings contribute new knowledge to the relationship between transformational leadership and creative performance by uncovering the causal chain of a cognitive mechanism (perspective taking) with a behavioral mechanism (boundary spanning).

Self-reflection and employee creativity

Purpose

This paper aims to examine the effect of self-reflection on employee creativity in China. The authors identify individual intellectual capital (IIC) as a mediator and concerns for face as a moderator for this relationship.

Design/methodology/approach

A sample of 351 dyads of full-time employees and their immediate supervisors from various Chinese companies were surveyed. Regression analysis and structural equation modeling were used to test the research model.

Findings

Three dimensions of self-reflection significantly affect IIC and subsequently lead to employee creativity; IIC mediates the relationship between three dimensions of self-reflection and employee creativity; concern for face negatively moderates the effect of IIC on employee creativity.

Practical implications

Managers can facilitate employees’ creativity by motivating them to conduct self-reflection and develop IIC, and by nurturing a safe atmosphere that allows individuals to take risks without losing face.

Originality/value

This is one of the first empirical studies to investigate the mediating effects of IIC and the moderating effects of concerns for face on the relationship between self-reflection and creativity.

The Impact of the Openness of Firms’ External Search Strategies on Exploratory Innovation and Exploitative Innovation

Innovation activities of private firms are crucial for sustainable economic growth in every society. Therefore, the majority of firms around the world spend large amounts of capital (money, time, and human resources) in searching for novel innovative opportunities in the marketplace. In our study, we sought to understand how the openness of firms’ external search strategies (external search breadth and external search depth) affects firms’ innovation capabilities as measured by awareness, decision-making, interpretation, and implementation capability. Furthermore, using survey data collected from 112 Chinese manufacturing firms over a six-month period, this study conducted an empirical analysis about the association between firms’ innovation capabilities on the type of innovation (exploratory innovation vs. exploitative innovation). This study also provides important managerial insights for manufacturing companies.

Interprofessional collaborative team development in china: A grounded theory study

AIMS

To generate a theory of interprofessional collaborative team development in China.

BACKGROUND

Interprofessional collaborative practice is an important approach to improve the patient-centred care.

METHODS

Theoretical sampling was used to recruit individuals who had collaboration experiences. They each participated in face-to-face interviews lasting 40-60 min. Major categories describing the team development process for collaboration were extracted according to the grounded theory methodology.

FINDINGS

The interprofessional collaborative team development was guided by a common purpose-"patient-centredness." Three stages involved in team development were identified: exploration, integration and continuous adjustment. Various strategies described for each stage are required to move successfully through the process.

CONCLUSION

Interprofessional team development is a dynamic process with three primary stages. The culture in which a teamworks is reflected in each stage of team development and collaboration.

IMPLICATIONS FOR NURSING MANAGEMENT

Understanding interprofessional collaborative team development and the strategies required will help nurse managers to better design interprofessional teamwork opportunities and provide necessary support to achieve the effective interprofessional collaborative practice.