The joint impact of perceived influence and supervisor supportiveness on employee innovative behaviour

By Onne Janssen. 2005

432 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/27a7d093abbfda893f0e05ab6504680e25f62939

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In Demography

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning (2017, methodology): “In this regard, we considered innovation from a behavioural perspective (Janssen, 2001; 2005) and defined IB as ‘all the behaviours through which employees can contribute to the innovation process', particularly focusing on behaviours oriented towards the generation and application of ideas (De…”
Fostering innovative behaviour: the importance of employee commitment and organisational citizenship behaviour (2013, background): “This can be attributed to the fact that innovative behaviour, more than likely, positively contributes to an employee’s ability to solve work-based problems (Janssen 2005; Carmeli et al. 2006; Carmeli and Spreitzer 2009; De Jong and Den Hartog 2010).”
A comparison of self-ratings and non-self-report measures of employee creativity (2012, background): “…that show that shortterm external rewards for creativity might stifle long-term intrinsic motivation for that activity (Deci et al., 1999; Lepper et al., 1973), other studies show that extrinsic rewards are, in fact, associated with higher creativity (Eisenberger and Aselage, 2009; Janssen, 2005).”
Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate (2019, result): “We offer strong support to the work of Basu and Green (1997) and Janssen (2005), who predicted that subordinates who experience support from their supervisors would show IWBs.”
Influence of Social Exchange Relationships on Affective Commitment and Innovative Behavior: Role of Perceived Organizational Support (2018, background): “that supervisors have the authority to impact workers and so they are capable of assisting or inspiring knowledge transfer, accurate information, support, and valuable resources [85].”
Exploring Managerial Mechanisms that Influence Innovative Work Behaviour: Comparing private and public employees (2014, background): “In sum, very little is known about the innovative behaviour of public employees (Rainey 1999; Sørensen and Torfing 2011), and innovative work behaviour has primarily been studied from a private perspective (Janssen 2000, 2003, 2005; Scott and Bruce 1994).”
Development of a measurement instrument for innovative work behaviour as a dynamic and context-bound construct (2012, methodology): “Secondly, the dimensions of IWB were operationalized in close connection with previous studies (De Jong 2007; Janssen 2005; Scott and Bruce 1994) and the theoretical conceptualization.”