The impact of flexibility-oriented HRM systems on innovative behaviour in China: a moderated mediation model of dualistic passion and inclusive leadership

Abstract

Drawing on the job demands-resources (JD-R) model, we developed a multilevel model that links flexibility-oriented HRM systems to employees’ innovative behaviour. With a sample of 85 team leaders and 766 employees in China, we found that team-level flexibility-oriented HRM systems were associated with employee innovative behaviour in two ways. On the one hand, flexibility-oriented HRM systems were positively related to harmonious passion, which in turn positively related to employees’ innovative behaviour; on the other hand, flexibility-oriented HRM systems were positively associated with obsessive passion, which subsequently had a negative association with innovative behaviour. Furthermore, the indirect effect of the extent of flexibility-oriented HRM systems on innovative behaviour via obsessive passion was weaker under high inclusive leadership. Implications for research and managerial practices are discussed.