Exploring Innovative Work Behavior to Bridge the Fragmented Knowledge

Abstract

Innovative Work Behavior (IWB) is crucial for organizations aiming to thrive in dynamic markets and achieve sustainability. Despite its importance, there remains a fragmented understanding of the factors that foster IWB. This study explores the influence of Human Resource (HR) practices—Training and Development (TD), Rewards and Recognition (RR), Diversity Management (DM), and Work-Life Balance (WB)—on various dimensions of IWB such as Idea Exploration (IE), Idea Generation (IG), Idea Championing (IC), and Idea Implementation (II). Structural Equation Modeling (SEM) was used to analyze the data from 111 participants across 9 industries in the UAE. The results reveal that TD positively impacts IE but negatively affects IG, suggesting that while training encourages exploration, it inhibits idea generation. DM consistently positively influences all IWB dimensions, highlighting the importance of diversity in fostering innovation. Conversely, RR negatively impacts IG, IC, and II, indicating that excessive focus on rewards can stifle creativity. WB has a mixed impact; it negatively affects IE but enhances IG, IC, showing that a balanced work-life environment supports innovative behaviors. These findings provide valuable insights for organizations aiming to enhance innovation capabilities through targeted HR practices. It thus adds value to the latent literature of IWB.