Interactive effects of multiple organizational climates on employee innovative behavior in entrepreneurial firms: A cross-level investigation

• Jae Hyeung Kang 
• James G. Matusik 
• Tae-Yeol Kim 
• J. Mark Phillips 

Indexed by

SSCI Scopus FT ABDC-A*

Abstract

Given　that　organizations　need　to　manage　complex　situations,　multiple　organizational　climates　can　coexist　and　these　climates　can　jointly　influence　employee　behaviors.　However,　the　mechanisms　through　which　the　latter　relationships　operate　are　poorly　understood.　We　take　a　multilevel　approach　to　examine　the　mechanisms　that　link　organizational　innovative　climate　and　employee　innovative　behavior,　and　the　moderating　effects　of　organizational　proactive　and　risk-taking　climates　on　these　relationships.　Using　multisource　data　from　105　managers　and　39　CEOs,　we　found　that　innovative　climate　was　positively　related　to　employee　innovative　behavior　indirectly　through　employee　passion　for　inventing.　In　addition,　the　relationship　between　innovative　climate　and　passion　for　inventing　became　stronger　as　proactive　climate　increased,　and　the　relationship　between　passion　for　inventing　and　employee　innovative　behavior　became　stronger　as　risk-taking　climate　increased.　Our　study　contributes　to　entrepreneurial　research　by　highlighting　the　interactive　effects　of　multiple　organizational　climates　on　employee　innovative　behavior.　

Keyword

• BUSINESS PERFORMANCE
• CORPORATE ENTREPRENEURSHIP
• CREATIVITY
• Entrepreneurial organizational climate
• Innovative behavior
• Innovative climate
• JUSTICE CLIMATE
• Passion for inventing
• Proactive climate
• PROACTIVE PERSONALITY
• Risk-taking climate
• TEAM CLIMATE
• TRANSACTIONAL LEADERSHIP
• TRANSFORMATIONAL LEADERSHIP
• WORK; ORIENTATION

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