Innovative behaviour, trust and perceived workplace performance
journal contributionposted on 19.03.2018 by Mathew Hughes, J.P. Coen Rigtering, Jeffrey G. Covin, Ricarda Bouncken, Sascha Kraus
Any type of content formally published in an academic journal, usually following a peer-review process.
Building on theories of social exchange, enactment, and trust, we provide a theorization of innovative work behaviour at the individual (IB) and team (IBT) levels and explain how desirable performance returns occur for individuals and teams. We further propose that horizontal (between team members) and vertical (between teams and their supervisor) team trust moderate the relationship between IBT and team performance. The results based on surveys conducted at two points in time in a large insurance company in the Netherlands show that employees’ IB is positively associated with perceived workplace performance at the individual and team levels and that the effects vary based on the forms of trust at play. Our findings offer important new knowledge about the consequences of entrepreneurship and innovation in the workplace and the significant role that trust plays in enabling such behaviour to promote perceived workplace performance, particularly in the vital financial services sector.
- Business and Economics