Antecedents of lecturers’ innovative work behavior in a private university: Creative process engagement as a mediator
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Author(s)Moses SoediroLink to ORCID Index: https://orcid.org/0009-0003-9229-1684
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Lieli SuhartiLink to ORCID Index: https://orcid.org/0000-0003-4538-9569
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Komala InggarwatiLink to ORCID Index: https://orcid.org/0000-0002-9377-6953
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Andrian Dolfriandra HurutaLink to ORCID Index: https://orcid.org/0000-0001-7676-5294
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DOIhttp://dx.doi.org/10.21511/kpm.09(1).2025.10
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Article InfoVolume 9 2025, Issue #1, pp. 139-147
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25 Downloads
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Creative Commons Attribution 4.0 International License
Innovative work behavior among lecturers is essential for promoting creativity and academic excellence in higher education, especially during rapid technological and pedagogical changes. This study examines the influence of growth mindset, organizational climate, and digital leadership on innovative work behavior, with creative process engagement as a mediating variable. A quantitative approach was employed, involving 200 lecturers from social sciences and humanities faculties at six major private universities in Surabaya, Indonesia. The sample was selected due to its diverse academic backgrounds and active involvement in institutional innovation. Data analysis using Partial Least Squares Structural Equation Modeling (PLS-SEM) confirmed both direct and mediated effects of the independent variables on innovative work behavior. The results indicate that growth mindset (T = 3.21, p < 0.05) and digital leadership (T = 4.02, p < 0.01) have significant direct effects. Most importantly, creative process engagement significantly mediates these relationships. Sobel test results confirm strong mediation effects (T = 4.910 for digital leadership, 4.683 for growth mindset, and 2.951 for organizational climate; all p < 0.01). Creative process engagement accounts for 47.94% of the effect of digital leadership, 43.53% of organizational climate, and 31.84% of growth mindset on innovative work behavior, explaining 76.1% of its variance. These findings highlight the transformative role of creative process engagement in enhancing innovative work behavior. They suggest that fostering a growth mindset, supportive organizational climate, and strong digital leadership – alongside active creative engagement – can significantly boost innovation among lecturers in higher education institutions.
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JEL Classification (Paper profile tab)O31, I23, M12
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References42
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Tables4
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Figures0
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- Table 1. Demographic information
- Table 2. Validity and reliability
- Table 3. Results of direct effects
- Table 4. Results of indirect effects
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The Antecedents of Innovative Work Behavior: The Roles of Self-Monitoring
Jovi Sulistiawan ,
Nuri Herachwati ,
Silvia Dwi Permatasari ,
Zainiyah Alfirdaus
doi: http://dx.doi.org/10.21511/ppm.15(4-1).2017.10
Problems and Perspectives in Management Volume 15, 2017 Issue #4 pp. 263-270 Views: 1387 Downloads: 304 TO CITE АНОТАЦІЯIn this study, the authors examined why employees engage in innovative behavior even though innovation is a risky behavior. Employees tend to engage in innovative behavior since they expect positive image gains. Besides, employees tend to avoid innovative behavior because it forfeits their image inside organization (expected image risks). Furthermore, the willingness to engage in innovative behavior depends on individual differences. Therefore, the authors tried to examine the role of individual differences, drawing from self-monitoring theory. The surprising findings were the quality of relationship between employees and their peers did not affect employee image risk and self-monitoring did not moderate the relationship between expected image gain and innovative work behavior.
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A multidimensional approach in examining the role of self-efficacy on innovative work behavior: Evidence from the creative industry
Zulkifli Musannip Efendi Siregar 
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Yudi Nur Supriadi ,
Agus Setyo Pranowo ,
Ende ,
Nova Jayanti Harahap
doi: http://dx.doi.org/10.21511/ppm.20(2).2022.48
Problems and Perspectives in Management Volume 20, 2022 Issue #2 pp. 588-597 Views: 928 Downloads: 304 TO CITE АНОТАЦІЯInnovative work behavior is a significant factor for business success, including in the creative industry. This paper aims to explore the effect of self-efficacy on the innovative work behavior of employees in the creative industry sector. This study uses a quantitative research approach. It was conducted on small and medium enterprises in the creative industry sector in Labuhanbatu and South Labuhanbatu regencies, Indonesia. The participants in this study were employees and managers in the creative industry. The sampling technique is non-probability sampling. A total of 250 questionnaires were distributed, and 216 questionnaires were returned. Therefore, the samples in this study were 216 respondents. After the data were collected, they were processed by the Structural Equation Modeling (SEM) method, which uses a multidimensional approach to testing the hypothesis. The results revealed that innovative work behavior was influenced by self-efficacy. Based on the results of the multidimensional analysis, it was shown that the most influential dimension in measuring innovative work behavior was the idea champion. In addition, the strength dimension dominantly influenced self-efficacy as the most influential dimension. The originality/value of this paper is that the analysis using multidimensional analysis shows that self-efficacy can predict innovative work behavior. The SMEs in the creative industry are suggested to give support to enhance their capability to improve employee self-efficacy and innovative work behavior.
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Transformational leadership, emotional intelligence, and innovative work behavior: Mediating roles of knowledge sharing at public hospitals in Indonesia
Rahmad Bahagia ,
Raihanah Daulay ,
Nel Arianty ,
Rini Astuti
doi: http://dx.doi.org/10.21511/ppm.22(1).2024.10
Problems and Perspectives in Management Volume 22, 2024 Issue #1 pp. 103-114 Views: 886 Downloads: 258 TO CITE АНОТАЦІЯInnovative behavior refers to the deliberate engagement in activities to generate and embrace novel ideas, concepts, or approaches to execute and accomplish tasks effectively. This study aims to investigate the impact of transformational leadership and emotional intelligence on innovative work behavior through knowledge sharing. The research population was employees in several public hospitals in Medan, North Sumatra, Indonesia. This quantitative study used survey methodology by sending questionnaires to administrative employees of public hospitals. The samples for this study consisted of 129 administrative employees with a minimum of one year of service at various public hospitals. The investigation employed a Likert scale questionnaire to gather data, which were subsequently analyzed utilizing SEM-PLS in conjunction with SmartPLS 4.0 software. The findings of this study indicate the influence between transformational leadership and emotional intelligence on knowledge sharing (p < 0.05) and innovative work behavior (p < 0.05). In addition, knowledge sharing affects innovative work behavior (p < 0.05). Knowledge sharing mediates the influence of transformational leadership on innovative work behavior (p < 0.05), and knowledge sharing mediates the influence of emotional intelligence on innovative work behavior (p < 0.05).
Acknowledgment
The funding for this study was provided by the budget allocated to Universitas Muhammadiyah Sumatera Utara for the fiscal year 2023. Hence, we express our profound appreciation to the Rectorate of Universitas Muhammadiyah Sumatera Utara and the Institute for Research and Community Service (LPPM) of Universitas Muhammadiyah Sumatera Utara.
