Bagaimana Leader Autonomy Support Dapat Meningkatkan Perilaku Inovatif pada Karyawan?

  • Bella Ulfa Universitas Indonesia
  • Alice Salendu
DOI: https://doi.org/10.25077/jip.5.1.57-75.2021

Abstract




Innovative behavior has an important influence on the development, excellence, and success of an organization. Therefore, it is important to identify the antecedents of employees' innovative behavior. This study aims to investigate the moderating effect of ambidextrous organization culture in the relationship between leader autonomy support (LAS) and innovative behavior. Data were collected using an online survey (platform surveymonkey). Participants of this study were 117 employees in Jakarta with a tenure minimum of 1 year. Convenience sampling was used as the sampling technique. Data were analyzed by moderation model technique (PROCESS model 1) using Hayes PROCESS on SPSS software. Results showed that leader autonomy support significantly predict innovative behavior (b= 0.50, confidence interval [CI] [0.17, 0.83]). While ambidextrous organization culture significantly moderate the influence of leader autonomy support on innovative behavior (b=0.07, [CI][0.03, 0.12]). The results showed that ambidextrous organization culture moderated the correlation between LAS and innovative behavior. Leader’s support for employee’s innovative behavior should be strengthened and companies are expected to put more effort in understanding the role of situational factors (i.e., ambidextrous organizational culture) in employee’s innovative behavior.




Downloads

Download data is not yet available.

References

Ahuja, G., & Lampert, C. M. (2001). Entrepreneurship in the large corporation: A longitudinal study of how established firms create breakthrough inventions. Strategic Management Journal, 22(6–7), 521–543. https://doi.org/10.1002/smj.176

Amabile, T. M., & Pratt, M. G. (2016). The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning. Research in Organizational Behavior, 36, 157–183. https://doi.org/10.1016/j.riob.2016.10.001

Baard, P. P., Deci, E. L., & Ryan, R. M. (2004). A Motivational Basis of Performance and Weil-Being in Two Work Settings. Journal of Applied Social Psychology, 34(10), 2045– 2068.

Burcharth, A., Præst Knudsen, M., & Søndergaard, H. A. (2017). The role of employee autonomy for open innovation performance. Business Process Management Journal, 23(6), 1245–1269. https://doi.org/10.1108/BPMJ-10-2016-0209

Cangialosi, N., Odoardi, C., & Battistelli, A. (2020). A Three-way Interaction Model of Innovative Behavior, Task-Related Learning, and Job Characteristics. Performance Improvement Quarterly, 33(2), 153–172. https://doi.org/10.1002/piq.21322

Chadwick, I. C., & Raver, J. L. (2015). Motivating Organizations to Learn: Goal Orientation and Its Influence on Organizational Learning. Journal of Management, 41(3), 957–986. https://doi.org/10.1177/0149206312443558

Chang, H. T., Hsu, H. M., Liou, J. W., & Tsai, C. T. (2013). Psychological contracts and innovative behavior: A moderated path analysis of work engagement and job resources. Journal of Applied Social Psychology, 43(10), 2120–2135. https://doi.org/10.1111/jasp.12165

Cheng, C., Cao, L., Zhong, H., He, Y., & Qian, J. (2019). The influence of leader encouragement of creativity on innovation speed: Findings from SEM and fsQCA. Sustainability, 11(9), 1–17. https://doi.org/10.3390/su11092693

Chong, J. X. Y., Beenen, G., Gagné, M., & Dunlop, P. D. (2020). Satisfying newcomers’ needs: the role of socialization tactics and supervisor autonomy support. Journal of Business and Psychology, 315–331. https://doi.org/10.1007/s10869-019-09678-z

Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-determination in a work organization. Journal of Applied Psychology, 74(4), 580–590. https://doi.org/10.1037/0021- 9010.74.4.580

Duran, P., Kammerlander, N., van Essen, M., & Zellweger, T. (2015). Doing more with less: Innovation input and output in family firms. Academy of Management Journal, In-press. http://amj.aom.org/cgi/doi/10.5465/amj.2014.0424

Elidemir, S. N., Ozturen, A., & Bayighomog, S. W. (2020). Innovative behaviors, employee creativity, and sustainable competitive advantage: A moderated mediation. Sustainability, 12(8). https://doi.org/10.3390/SU12083295

Etikan, I. (2016). Comparison of convenience sampling and purposive sampling. American Journal of Theoretical and Applied Statistics, 5(1). https://doi.org/10.11648/j.ajtas.20160501.11

Fuller, C. M., Simmering, M. J., Atinc, G., Atinc, Y., & Babin, B. J. (2016). Common methods variance detection in business research. Journal of Business Research, 69(8), 3192–3198. https://doi.org/10.1016/j.jbusres.2015.12.008

Gibson, C. B. (2001). The antecedents, consequences, and mediating role of organizational ambidexterity. Management, 47, 209–226.

Gillet, N., Gagné, M., Sauvagère, S., & Fouquereau, E. (2013). The role of supervisor autonomy support, organizational support, and autonomous and controlled motivation in predicting employees’ satisfaction and turnover intentions. European Journal of Work and Organizational Psychology, 22(4), 450–460. https://doi.org/10.1080/1359432X.2012.665228

Hocine, Z., & Zhang, J. (2014). Autonomy Support: Explaining the Path from Leadership to Employee Creative Performance. Open Journal of Social Sciences, 02(6), 417–423. https://doi.org/10.4236/jss.2014.26048

Jaiswal, D., & Dhar, R. L. (2017). Impact of human resources practices on employee creativity in the hotel industry: The impact of job autonomy. Journal of Human Resources in Hospitality and Tourism, 16(1), 1–21. https://doi.org/10.1080/15332845.2016.1202035

Javed, B., Naqvi, S. M. M. R., Khan, A. K., Arjoon, S., & Tayyeb, H. H. (2019). Impact of inclusive leadership on innovative work behavior: The role of psychological safety. Journal of Management and Organization, 25(1), 117–136. https://doi.org/10.1017/jmo.2017.3

Jung, D., Wu, A., & Chow, C. W. (2008). Towards understanding the direct and indirect effects of CEOs’ transformational leadership on firm innovation. Leadership Quarterly, 19(5), 582–594. https://doi.org/10.1016/j.leaqua.2008.07.007

Khan, S. J., & Mir, A. A. (2019). Ambidextrous culture, contextual ambidexterity and new product innovations: The role of organizational slack and environmental factors. Business Strategy and the Environment, 28(4), 652–663. https://doi.org/10.1002/bse.2287

Khazanchi, S., Lewis, M. W., & Boyer, K. K. (2007). Innovation-supportive culture: The impact of organizational values on process innovation. Journal of Operations Management, 25(4), 871–884. https://doi.org/10.1016/j.jom.2006.08.003

Liu, Y., Wang, W., & Chen, D. (2019). Linking Ambidextrous Organizational Culture to Innovative Behavior: A Moderated Mediation Model of Psychological Empowerment and Transformational Leadership. Frontiers in Psychology, 10. https://doi.org/10.3389/fpsyg.2019.02192

Meyer, J. P., Hecht, T. D., Gill, H., & Toplonytsky, L. (2010). Person-organization (culture) fit and employee commitment under conditions of organizational change: A longitudinal study. Journal of Vocational Behavior, 76(3), 458–473. https://doi.org/10.1016/j.jvb.2010.01.001

Nazir, S., Shafi, A., Atif, M. M., Qun, W., & Abdullah, S. M. (2019). How organization justice and perceived organizational support facilitate employees’ innovative behavior at work. Employee Relations, 41(6), 1288–1311. https://doi.org/10.1108/ER- 01-2017-0007

Janssen. (2000). Job demands, perceptions of effort-reward fairness and innovative work behavior. Journal of Occupational and Organizational Psychology, 287–302.

Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903. https://doi.org/10.1037/0021- 9010.88.5.879

Purc, E., & Lagun, M. (2019). Personal values and innovative behavior of employees. Frontiers in Psychology, 10(4). https://doi.org/10.3389/fpsyg.2019.00865

Ratnaningsih, I.Z., Prasetyo, A.R., & Prihatsanti, U. (2016). Predicting innovative behavior among employees in a manufacturing company: The role of psychological capital. Anima Indonesian Psychological Journal, 31(2), 84-90

Reuvers, M., Van Engen, M. L., Vinkenburg, C. J., & Wilson-Evered, E. (2008). Transformational leadership and innovative work behaviour: Exploring the relevance of gender differences. Creativity and Innovation Management, 17(3), 227– 244. https://doi.org/10.1111/j.1467-8691.2008.00487.x

Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review. Journal of Applied Psychology, 96(5), 981–1003. https://doi.org/10.1037/a0022676

Sia, S. K., & Appu, A. V. (2015). Work autonomy and workplace creativity: moderating role of task complexity. Global Business Review, 16(5), 772–784. https://doi.org/10.1177/0972150915591435

Singh, M., & Sarkar, A. (2019). Role of psychological empowerment in the relationship between structural empowerment and innovative behavior. Management Research Review, 42(4), 521–538. https://doi.org/10.1108/MRR-04-2018-0158

Slåtten, T., Mutonyi, B. R., & Lien, G. (2020a). The impact of individual creativity, psychological capital, and leadership autonomy support on hospital employees’ innovative behaviour. BMC Health Services Research, 20(1), 1–28. https://doi.org/10.1186/s12913-020-05954-4
Slåtten, T., Mutonyi, B. R., & Lien, G. (2020b). The impact of leadership autonomy
support, psychological capital and creativity on hospital employees’ innovative
behaviour. 1–27. https://doi.org/10.21203/rs.3.rs-39954/v1

Slemp, G. R., Kern, M. L., Patrick, K. J., & Ryan, R. M. (2018). Leader autonomy support
in the workplace: A meta-analytic review. Motivation and Emotion, 42(5), 706–724.
https://doi.org/10.1007/s11031-018-9698-y

Slemp, G. R., Kern, M. L., & Vella-Brodrick, D. A. (2015). Workplace well-being: the role
of job crafting and autonomy support. Psychology of Well-Being, 5(1).
https://doi.org/10.1186/s13612-015-0034-y

Strese, S., Adams, D. R., Flatten, T. C., & Brettel, M. (2016). Corporate culture and
absorptive capacity: The moderating role of national culture dimensions on innovation management. International Business Review, 25(5), 1149–1168. https://doi.org/10.1016/j.ibusrev.2016.02.002

Theurer, C. P., Tumasjan, A., & Welpe, I. M. (2018). Contextual work design and employee innovative work behavior: When does autonomy matter?. PLoS ONE, 13(10). https://doi.org/10.1371/journal.pone.0204089

Wang, C., Chin, T., & Lin, J. H. (2020). Openness and firm innovation performance: the moderating effect of ambidextrous knowledge search strategy. Journal of Knowledge Management, 24(2), 301–323. https://doi.org/10.1108/JKM-04-2019-0198

Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high-tech firms. British Journal of Management, 25(1), 58–76.
https://doi.org/10.1111/j.1467-8551.2012.00832.x

Wilson, L. C., & Scarpa, A. (2014). Childhood abuse, perceived social support, and
posttraumatic stress symptoms: A moderation model. Psychological Trauma: Theory,
Research, Practice, and Policy, 6(5), 512–518. https://doi.org/10.1037/a0032635

Xerri, M. J., & Brunetto, Y. (2013). Fostering innovative behaviour: The importance of employee commitment and organisational citizenship behaviour. International Journal of Human Resource Management, 24(16), 3163–3177.
https://doi.org/10.1080/09585192.2013.775033

Yildiz, B., Uzun, S., & Semih Coskun, S. (2017). Drivers of innovative behaviors: The
moderator roles of perceived organizational support and psychological empowerment. International Journal of Organizational Leadership, 6(3), 341–360. https://doi.org/10.33844/ijol.2017.60255

Yu, M. C., Mai, Q., Tsai, S. B., & Dai, Y. (2018). An empirical study on the organizational trust, employee-organization relationship and innovative behavior from the integrated perspective of social exchange and organizational sustainability. Sustainability, 10(3). https://doi.org/10.3390/su10030864

Yuan, F., & Woodman, R. W. (2010). Innovative behavior in the workplace: The role of performance and image outcome expectations. Academy of Management Journal, 53(2), 323–342. https://doi.org/10.5465/amj.2010.49388995

Zacher, H., Robinson, A. J., & Rosing, K. (2016). Ambidextrous leadership and employees’ self-reported innovative performance: the role of exploration and exploitation behaviors. Journal of Creative Behavior, 50(1), 24–46. https://doi.org/10.1002/jocb.66

Zheng, J., Wu, G., Xie, H., & Li, H. (2019). Leadership, organizational culture, and innovative behavior in construction projects: The perspective of behavior-value congruence. International Journal of Managing Projects in Business, 12(4), 888–918. https://doi.org/10.1108/IJMPB-04-2018-0068

Zhu, J., Yao, J., & Zhang, L. (2019). Linking empowering leadership to innovative behavior in professional learning communities: the role of psychological empowerment and team psychological safety. Asia Pacific Education Review, 20(4), 657–671. https://doi.org/10.1007/s12564-019-09584-2
Published
2021-07-31
How to Cite
ULFA, Bella; SALENDU, Alice. Bagaimana Leader Autonomy Support Dapat Meningkatkan Perilaku Inovatif pada Karyawan?. Jurnal Ilmu Perilaku, [S.l.], v. 5, n. 1, p. 57-75, july 2021. ISSN 2581-0421. Available at: <http://jip.fk.unand.ac.id/index.php/jip/article/view/297>. Date accessed: 22 dec. 2024. doi: https://doi.org/10.25077/jip.5.1.57-75.2021.
Citation Formats
Issue
Vol 5 No 1 (2021): Jurnal Ilmu Perilaku
Section
Articles
Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

The non-commercial use of the article is governed by the Creative Commons Attribution license as currently displayed on Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

JIP's spirit is to disseminate articles published are as free as possible. Under the Creative Commons license, JIP permits users to copy, distribute, display, and perform the work for non-commercial purposes only. Users will also need to attribute authors and JIP on distributing works in the journal.

Please find the rights and licenses in Jurnal Ilmu Perilaku (JIP).

  1. License

The non-commercial use of the article will be governed by the Creative Commons Attribution license as currently displayed on Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License. 

  1. Author’s Warranties

The author warrants that the article is original, written by stated author(s), has not been published before, contains no unlawful statements, does not infringe the rights of others, is subject to copyright that is vested exclusively in the author and free of any third party rights, and that any necessary written permissions to quote from other sources have been obtained by the author(s).

  1. User Rights

JIP's spirit is to disseminate articles published are as free as possible. Under the Creative Commons license, JIP permits users to copy, distribute, display, and perform the work for non-commercial purposes only. Users will also need to attribute authors and JIP on distributing works in the journal.

  1. Rights of Authors

Authors retain the following rights:

  • Copyright, and other proprietary rights relating to the article, such as patent rights,
  • The right to use the substance of the article in future own works, including lectures and books,
  • The right to reproduce the article for own purposes, provided the copies are not offered for sale,
  • The right to self-archive the article.
  1. Co-Authorship

If the article was jointly prepared by other authors, the signatory of this form warrants that he/she has been authorized by all co-authors to sign this agreement on their behalf, and agrees to inform his/her co-authors of the terms of this agreement.

  1. Termination

This agreement can be terminated by the author or JIP upon two months’ notice where the other party has materially breached this agreement and failed to remedy such breach within a month of being given the terminating party’s notice requesting such breach to be remedied. No breach or violation of this agreement will cause this agreement or any license granted in it to terminate automatically or affect the definition of JIP. 

  1. Royalties

This agreement entitles the author to no royalties or other fees. To such extent as legally permissible, the author waives his or her right to collect royalties relative to the article in respect of any use of the article by JIP or its sublicensee.

  1. Miscellaneous

JIP will publish the article (or have it published) in the journal if the article’s editorial process is successfully completed and JIP or its sublicensee has become obligated to have the article published. JIP may conform the article to a style of punctuation, spelling, capitalization, referencing and usage that it deems appropriate. The author acknowledges that the article may be published so that it will be publicly accessible and such access will be free of charge for the readers.