Abstract
Introduction
Most previous studies focused on the antecedents of employee innovative behavior but rarely examined the outcomes of employee innovative behavior. Moreover, previous studies ignored the relationship between employee innovative behavior and workplace wellbeing. Based on social comparison theory and social exchange theory, this study introduces coworker ostracism and leader support for innovation as mediating variables to explore the "double-edged sword" effect of employee innovative behavior on workplace wellbeing.
Methods
Based on a sample of 319 employees from Chinese companies, this study used SPSS 26.0 and MPLUS 8.3 to examine the hypotheses.
Results
Empirical results demonstrate that (a) employee innovative behavior is directly and positively related to workplace wellbeing, (b) employee innovative behavior is indirectly and positively related to workplace wellbeing through leader support for innovation, and (c) the negative association between employee innovative behavior and workplace wellbeing via coworker ostracism is unsupported.
Discussion
The findings of this study enrich the literature by exploring the double-edged sword effect of employee innovative behavior on workplace wellbeing. The practical implications of this study are that leaders in organizations should give employees innovation support.
TY - JOUR
T1 - Employee innovative behavior and workplace wellbeing: Leader support for innovation and coworker ostracism as mediators.
AU - Wang,Hui,
AU - Chen,Xueshuang,
AU - Wang,Hui,
AU - Xie,Mingxing,
Y1 - 2022/11/29/
PY - 2022/08/08/received
PY - 2022/11/08/accepted
PY - 2022/12/16/entrez
PY - 2022/12/17/pubmed
PY - 2022/12/17/medline
KW - coworker ostracism
KW - dual mediating model
KW - employee innovative behavior
KW - leader support for innovation
KW - workplace wellbeing
SP - 1014195
EP - 1014195
JF - Frontiers in psychology
JO - Front Psychol
VL - 13
N2 - Introduction: Most previous studies focused on the antecedents of employee innovative behavior but rarely examined the outcomes of employee innovative behavior. Moreover, previous studies ignored the relationship between employee innovative behavior and workplace wellbeing. Based on social comparison theory and social exchange theory, this study introduces coworker ostracism and leader support for innovation as mediating variables to explore the "double-edged sword" effect of employee innovative behavior on workplace wellbeing. Methods: Based on a sample of 319 employees from Chinese companies, this study used SPSS 26.0 and MPLUS 8.3 to examine the hypotheses. Results: Empirical results demonstrate that (a) employee innovative behavior is directly and positively related to workplace wellbeing, (b) employee innovative behavior is indirectly and positively related to workplace wellbeing through leader support for innovation, and (c) the negative association between employee innovative behavior and workplace wellbeing via coworker ostracism is unsupported. Discussion: The findings of this study enrich the literature by exploring the double-edged sword effect of employee innovative behavior on workplace wellbeing. The practical implications of this study are that leaders in organizations should give employees innovation support.
SN - 1664-1078
UR - https://www.unboundmedicine.com/medline/citation/36524195/Employee_innovative_behavior_and_workplace_wellbeing:_Leader_support_for_innovation_and_coworker_ostracism_as_mediators_
DB - PRIME
DP - Unbound Medicine
ER -
