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The mediation between participative leadership and employee exploratory innovation: Examining intermediate knowledge mechanisms
journal contribution
posted on 2019-03-22, 12:53 authored by Yi-Ying Chang, Ian HodgkinsonIan Hodgkinson, Paul Hughes, Che-Yuan ChangPurpose – This study examines the role of intermediate knowledge mechanisms on the participative leadership–employee exploratory innovation relationship using a distal mediation model. Design/methodology/approach – Deploying a time-lagged questionnaire method implemented over four business quarters, data is generated from 1600 responses in R&D units of Taiwanese technology firms. Findings – The structural equation modeling results reveal that (1) participative leadership is positively related to employee exploratory innovation; (2) coworker knowledge and (3) absorptive capacity partially mediate the relationship between participative leadership and employee exploratory innovation independently; and, (4) coworker knowledge sharing in combination with absorptive capacity partially mediates this relationship. Originality/value – The findings contribute new knowledge on the relationship between participative leadership and employee exploratory innovation by uncovering intermediate knowledge mechanisms that augment this relationship.
History
School
- Business and Economics
Department
- Business
Published in
Leadership and Organization Development JournalCitation
CHANG, Y-Y. ... et al, 2019. The mediation between participative leadership and employee exploratory innovation: Examining intermediate knowledge mechanisms. Leadership and Organization Development Journal, 40(3), pp.334-355.Publisher
© Emerald Publishing LimitedVersion
- AM (Accepted Manuscript)
Publisher statement
This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/Acceptance date
2019-03-11Publication date
2019-05-13Notes
This article was published in the Leadership and Organization Development Journal [© Emerald Publishing Limited] and the definitive version is available at: https://doi.org/10.1108/LODJ-07-2018-0245ISSN
0143-7739Publisher version
Language
- en