The interaction between values and organizational identification in predicting suggestion‐making at work

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Value tradeoffs propel and inhibit behavior: Validating the 19 refined values in four countries (2017, background): “The normative pressure explanation for variation in the strength of value–behavior relations is often cited and widely accepted (e.g., Fischer et al., 2009; Hitlin & Piliavin, 2004; Lipponen et al., 2008; Lönnqvist et al., 2006).”
The Determinants of Alternative Forms of Workplace Voice (2012, background): “Employees rated as being more open to change and more focused on creativity and problem solving were found to more frequently use suggestion systems (Ekvall, 1976; Lipponen et al., 2008; Pizam, 1974).”
Values at Work: The Impact of Personal Values in Organisations (2019, background): “Studying day care centres in Finland, Lipponen, Bardi, and Haapamäki (2008) reasoned that coming up with initiatives for change in the organisation is compatible with novelty seeking and with the motivation to express independence of thought and action.”
Change-oriented organizational citizenship behaviour: An interactive product of openness to change values, work unit identification, and sense of power (2012, background): “Lipponen et al. (2008) found an interaction between openness to change values and identification in predicting both self-rated and supervisor-rated suggestion making at work.”