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A Parallel Mediation Study of Hospitality Employee's Innovative Work Behavior and Proactivity Using Self-Determination Theory

dc.contributor.authorLasisi, Taiwo Temitope
dc.contributor.authorEnea, Constanta
dc.contributor.authorEluwole, Kayode Kolawole
dc.contributor.authorEgeli, Serdar
dc.date.accessioned2025-12-05T14:36:41Z
dc.date.available2025-12-05T14:36:41Z
dc.date.issued2024
dc.description.abstractInnovativeness is becoming increasingly significant in driving organizational competitiveness and relevance; however, studies advancing the impact of innovation-based human resource management are sparse. In this study, we examine the relationship between innovation-based human resource system (IBHRS), employee proactivity, innovative work behavior, and employee performance, as well as the individual and parallel mediating role of both employee proactivity and innovative work behavior on the relationship between IBHRS and employee performance. Empirical results based on data collected from 247 dyads of passenger-contact employees and their managers in Nigerian airports indicate that IBRHS positively affects employee proactivity and innovative work behavior. In addition, we found that employee proactivity and innovative work behavior fully mediate the relationship, and the significant difference in the mediating effects suggests that innovative work behavior is a more significant mediator of the two. Theoretical contributions and practical implications were discussed based on these findings. Innovative work behavior in aviation industryAlthough research on the impact of innovation-based human resource management is scarce, it is critical for organizational competitiveness. The purpose of this research is to investigate the relationship between innovation-based human resource systems (IBHRS), employee proactivity, innovative work behavior, and employee performance. It also investigates the function of employee proactivity and inventive work behavior in moderating the IBHRS-employee performance link. Empirical findings from 247 dyads of Nigerian airport employees and managers reveal that IBHRS favorably promotes employee proactivity and innovative work behavior. Employee proactivity and innovative work behavior both fully moderate the connection, with the latter being the more important mediator.eng
dc.formatp. &quot;A.Nr: 21582440241251933&quot;
dc.identifier.doi10.1177/21582440241251933
dc.identifier.issn2158-2440
dc.identifier.obd43881246
dc.identifier.urihttp://hdl.handle.net/20.500.12603/2157
dc.identifier.wos001280750300001
dc.language.isoeng
dc.peerreviewedyes
dc.publicationstatuspostprint
dc.publisherSAGE PUBLICATIONS INC
dc.relation.ispartofSage open, volume 14, issue: 3eng
dc.relation.publisherversionhttps://journals.sagepub.com/doi/10.1177/21582440241251933
dc.rights.accessOpen Access
dc.rights.licenseCC BY
dc.source.urlhttps://journals.sagepub.com/doi/10.1177/21582440241251933
dc.subjectaviation industryeng
dc.subjectemployee performanceeng
dc.subjectemployee proactivityeng
dc.subjectinnovation-based human resource systemeng
dc.subjectinnovative work behavioreng
dc.subjectNigeriaeng
dc.titleA Parallel Mediation Study of Hospitality Employee's Innovative Work Behavior and Proactivity Using Self-Determination Theoryeng
dc.typearticle

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