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Antecedents of Innovative Behavior and Turnover Intentions among the Creative Professional Class.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Antecedents of Innovative Behavior and Turnover Intentions among the Creative Professional Class./
作者:	Mizrahi, Omied.
面頁冊數:	1 online resource (205 pages)
附註:	Source: Dissertation Abstracts International, Volume: 80-01(E), Section: A.
Contained By:	Dissertation Abstracts International80-01A(E).
標題:	Business administration. -
電子資源:	click for full text (PQDT)
ISBN:	9780438331303

Antecedents of Innovative Behavior and Turnover Intentions among the Creative Professional Class.
Mizrahi, Omied.

Antecedents of Innovative Behavior and Turnover Intentions among the Creative Professional Class. - 1 online resource (205 pages)

Source: Dissertation Abstracts International, Volume: 80-01(E), Section: A.

Thesis (Ph.D.)--Alliant International University, 2018.

Includes bibliographical references

The purpose of this non-experimental study (N = 720) was to explore the relationships between the creative climate and leader-member exchange quality of an organization, intrinsic and extrinsic motivation of employees, and innovative behavior and turnover intentions of employees. An internet-based self-report survey was administered to participants from different job functions and industries. Scales assessed the participants' perceptions of their organizations' creative climate, perceptions of their leader-member exchange, their intrinsic motivation and perceptions of rewards, innovative behavior, and turnover intentions. Ten hypotheses were tested using confirmatory factor analyses and structural equation modeling.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780438331303Subjects--Topical Terms:

1148568
Business administration.
Index Terms--Genre/Form:

554714
Electronic books.

Antecedents of Innovative Behavior and Turnover Intentions among the Creative Professional Class.
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245 1 0 $a Antecedents of Innovative Behavior and Turnover Intentions among the Creative Professional Class.
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300 $a 1 online resource (205 pages)
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500 $a Source: Dissertation Abstracts International, Volume: 80-01(E), Section: A.
500 $a Adviser: Denise Lopez.
502 $a Thesis (Ph.D.)--Alliant International University, 2018.
504 $a Includes bibliographical references
520 $a The purpose of this non-experimental study (N = 720) was to explore the relationships between the creative climate and leader-member exchange quality of an organization, intrinsic and extrinsic motivation of employees, and innovative behavior and turnover intentions of employees. An internet-based self-report survey was administered to participants from different job functions and industries. Scales assessed the participants' perceptions of their organizations' creative climate, perceptions of their leader-member exchange, their intrinsic motivation and perceptions of rewards, innovative behavior, and turnover intentions. Ten hypotheses were tested using confirmatory factor analyses and structural equation modeling.
520 $a The results indicated that intrinsic motivation mediated the relationship between leader-member exchange and innovative behavior. Intrinsic motivation mediated the relationship between creative climate and innovative behavior. Creative climate and leader-member exchange directly predicted lower turnover intentions. Extrinsic rewards moderated the relationship between intrinsic motivation and innovative behavior such that the product of intrinsic motivation and extrinsic rewards led to an increase in innovative behavior. This study highlighted important workplace factors that serve as antecedents to intrinsic motivation, innovative behavior, and retention of creative professionals.
520 $a This study generated ideas for future research as well as practical implications for managers and leaders in organizations. First, it found a positive correlation between creative climate and extrinsic rewards, which indicates that a creative climate tends to be accompanied with rewards for creativity. Second, it showed that a high-quality leader-member exchange could increase a participant's intrinsic motivation. Third, it showed that employees will exert more innovative behavior if they expect greater rewards for their efforts (successful innovations) as well as their contributions to the organization. Fourth, it demonstrated the importance of instilling a creative climate in an organization in which leader-member exchanges are high and innovative behaviors are rewarded. Finally, this study showed the importance of leaders establishing strong relationships with their employees, sharing their expertise and experience to inspire creativity, and providing the necessary approval and sponsorship to achieve while fostering autonomy.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
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650 4 $a Organizational behavior. $3 557544
650 4 $a Management. $3 558618
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710 2 $a Alliant International University. $b Professional Psychology. $3 1186507
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856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10928210 $z click for full text (PQDT)