Innovative behaviour and job involvement at the price of conflict and less satisfactory relations with co-workers

By Onne Janssen. 2003

489 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/7fb173c72688a695c3edacd0cafb51699394b1e4

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Relating work engagement and workaholism to entrepreneurial performance (2014, methodology): “Innovative behavior at work was measured with a Spanish translation of the six-item scale of individual innovative behavior ( Janssen, 2003).”
Employees' goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction (2004, background): “Moreover, innovation involves change that may give rise to resistance because of the insecurity and uncertainty it may bring (Frost & Egri, 1991; Janssen, 2003; Jones, 2001).”
The role of basic psychological needs satisfaction in the relationship between transformational leadership and innovative work behavior (2021, background): “…development rely on their confidence in the ability to manage the uncertainty associated with innovation processes (Bowers & Khorakian, 2014; Janssen, 2003; Kanter, 1988; Messmann et al., 2018), which, in turn, is more likely if they have a transformational leader who considers their…”
Innovative Behavior in the Workplace: The Role of Performance and Image Outcome Expectations (2010, unknown): “Engaging in innovative acts in a workplace brings benefits and costs for employees beyond a sense of intrinsic enjoyment (Janssen, 2003; Janssen et al., 2004).”
Entrepreneurial Behavior in Organizations: Does Job Design Matter? (2015, background): “Entrepreneurial workers often even act without their higher management’s permission which may be at the expense of internal conflict and less satisfactory work 3December, 2013July, 2015 98 relations (Janssen, 2003).”
Proactive Personality and Employee Creativity: The Effects of Job Creativity Requirement and Supervisor Support for Creativity (2010, background): “…result, when supervisors and team members sent the opposite signals for creativity, employees who proactively behave may be seen as trouble makers who caused conflict or stress with their supervisors or team members and, as a, result may not be seen as being creative employees (cf. Janssen, 2003).”
Is innovative behavior really good for the firm?: Innovative work behavior, conflict with coworkers and turnover intention: moderating roles of perceived distributive fairness (2011, background): “As noted before, innovative ideas proposed by innovative employees may destabilize the routines of groups or organizations ( Janssen, 2003).”
The Effect of Conformist and Attentive-To-Detail Members on Team Innovation: Reconciling the Innovation Paradox (2011, background): “To enhance radical innovation, however, team members need to raise nonstandard ideas and push them, even at the risk of challenging other team members (Janssen, 2003).”
The bright and dark sides of individual and group innovation:a special issue introduction (2004, background): “Accordingly, more highly job-involved innovators were found to experience and produce greater interpersonal conflict as resisting co-workers obstruct them in satisfying psychological needs which are salient to their sense of identity (Janssen, 2003).”
Toward a Model of Explaining Teachers’ Innovative Behavior (2015, methodology): “Information and communication technology (ICT) related articles were included if there was an explicit link to innovation and an explicit or implicit link to (one of the) three stages proposed by Janssen (2003), which are described later on in the section “Defining Innovative Behavior.””