The impact of job embeddedness on innovation-related behaviors
By Thomas W. H. Ng, D. Feldman. 2010
147 citations recorded by the source corpus.
Subfields: Applied Psychology, Marketing, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/96ecc1041ff56a86544e3c43695d3b0fb1d367c1
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In Applied Psychology
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In Organizational Behavior and Human Resource Management
Citations in the corpus
- Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage (2018, methodology): “Employees in the establishment and advancement stages, in contrast, are still exploring, experimenting with, and advancing their careers, and may be less likely to view high PO fit as an attractive option, because they want to keep their opportunities open (Ng & Feldman, 2010).”
- Community embeddedness and work outcomes: The mediating role of organizational embeddedness (2014, background): “…to achieve (Ferris et al., 2007; Macan, 1994), it can induce stress and fatigue (Cropanzano et al., 1997), and its cumulative effects can contribute to greater role conflicts among work, community, and family demands over time (Booth et al., 1991; Ng and Feldman, 2010; Voydanoff, 2001, 2004).”
- Thinking job embeddedness not turnover: Towards a better understanding of frontline hotel worker retention (2014, unknown): “Generally speaking, researchers operationalize the composite measure of overall job embeddedness (e.g. Mitchell et al., 2001; Felps et al., 2009; Ng & Feldman, 2010).”
- Staying and performing: How human resource management practices increase job embeddedness and performance (2016, background): “Job embeddedness has also been found to influence other important work-related behaviours such as job performance (Lee et al., 2004; Sekiguchi et al., 2008), absence (Lee et al., 2004), and innovative work behaviour (Ng and Feldman, 2010b).”
- Is coworker feedback more important than supervisor feedback for increasing innovative behavior? (2019, unknown): “Innovative behavior is defined as the generation and implementation of ideas (Amabile, 2000), and is generally discretionary based on the nature of the employee’s relationship with the organization or members within it (Ng & Feldman, 2010).”