Keep the fire burning: Reciprocal gains of basic need satisfaction, intrinsic motivation and innovative work behaviour

By Toon Devloo, Frederick Anseel, Alain de Beuckelaer, Marisa Salanova. 2015

117 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/9ee3cb02fc13d2998774aa32978926bddbe39565

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. A. Bos‐Nehles
2. A. Evers
3. Karel Kreijns
4. Gerhard Messmann
5. A. Veenendaal

In Organizational Behavior and Human Resource Management

1. A. Veenendaal
2. A. Bos‐Nehles
3. A. Evers
4. Karel Kreijns
5. Gerhard Messmann

In Social Psychology

1. A. Bos‐Nehles
2. A. Evers
3. Karel Kreijns
4. Gerhard Messmann
5. A. Veenendaal

Citations in the corpus

• The role of basic psychological needs satisfaction in the relationship between transformational leadership and innovative work behavior (2021, result): “However, in contradiction to SDT and previous studies (Devloo et al., 2015; Klaeijsen, 2015), we did not find evidence for such a positive association with IWB for perceived autonomy and perceived relatedness.”
• A Conservation of Resources Perspective on Negative Affect and Innovative Work Behaviour: the Role of Affect Activation and Mindfulness (2016, unknown): “This is essential to energize self-started innovative behaviours because such activities effectively aim to challenge the status quo and bring about adaptive changes (Devloo et al. 2015; Hon 2011).”
• Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate (2019, background): “Dorenbosch et al. (2005) and Sanders et al. (2010). Conversely, employees who are not intrinsically motivated to engage in IWB, and perceive IWB as an extra-role behavior, will expect to be rewarded for such extra effort.”
• The influence of future time perspective on work engagement and job performance: the role of job crafting (2017, unknown): “This is surprising because motivation is seen as a strong predictor of proactive behaviours (e.g., Devloo, Anseel, De Beuckelaer, & Salanova, 2015) and motivational orientations play an important role in eliciting job crafting behaviour to align the job to these motivational orientations…”