Fostering innovative work behavior: the role of organizational support and employee self-efficacy

Abstract

Purpose This study aims to explore the relationship between perceived organizational support, self-efficacy and innovative work behavior. Specifically, it investigates the direct and indirect effects of perceived organizational support on innovative work behavior through the mediating role of self-efficacy. Design/methodology/approach Employing a descriptive research methodology, data were collected via a survey from 304 employees working in the private sector in Kosovo. The theoretical model was assessed using structural equation modeling (SEM). Findings The study revealed that perceived organizational support directly enhances employees’ innovative work behaviors. Additionally, perceived organizational support boosts employee self-efficacy, which subsequently fosters innovative work behaviors. Lastly, perceived organizational support also has an indirect impact on innovative work behaviors through self-efficacy, highlighting both direct and indirect pathways. Research limitations/implications While this study offers valuable insights for organizations, suggesting the importance of supporting employees to foster innovative behavior in the workplace, it is essential to acknowledge its limitations. These include the relatively small sample size and the approach to data collection. Originality/value By focusing on the specific direct and indirect effects of perceived organizational support on innovative work behavior, this study contributes new insights to the literature. It diverges from previous studies that predominantly examined perceived organizational support’s mediating or moderating role in the relationship between other variables and innovative work behavior.