Professional Documents
Culture Documents
net/publication/228254317
CITATIONS READS
493 26,935
2 authors:
Some of the authors of this publication are also working on these related projects:
All content following this page was uploaded by Deanne N Den Hartog on 21 March 2019.
Both scientists and practitioners emphasize the importance of innovative work behaviour
(IWB) of individual employees for organizational success, but the measurement of IWB is still
at an evolutionary stage. This article is concerned with developed a measure of IWB with four
potential dimensions: the exploration, generation, championing and implementation of ideas.
From a pilot survey among 81 research professionals and their supervisors, we derived an
initial version of ten items. Next, analysis of validity drew on survey data from 703 matched
dyads of knowledge workers and their supervisors in 94 knowledge intensive services firms.
It included confirmatory factor analyses and hierarchical multilevel regressions to test hypoth-
esized relationships of IWB with related constructs, including participative leadership, exter-
nal work contacts and innovative output. These analyses demonstrated sufficient reliability
and criterion validity. Evidence for the distinctiveness of the four dimensions was, however,
weak, suggesting that IWB is one-dimensional. We conclude that further research on this issue
is merited.
leadership, external work contacts and idea exploration, idea generation, idea cham-
employees’ innovative output). pioning, and idea implementation.
In what follows we first define IWB and The start of an innovation process often has
elaborate on its proposed dimensions. We also an element of chance: the discovery of an
develop hypotheses in order to validate our opportunity or some problem arising. The
measure. We then go on to report on a pilot trigger may be a chance to improve conditions
and main study that have been carried out in or a threat requiring an immediate response.
order to explore the dimensions of IWB and to Drucker (1985) identified seven sources of
validate the proposed measure. Finally, we opportunities, including: unexpected suc-
discuss our findings and make suggestions for cesses, failures or events; gaps between ‘what
future research. is’ and ‘what should be’; process needs in reac-
tion to identified problems or failure; changes
in industrial or market structures; changes in
Innovative Work Behaviour demographics such as labour force composi-
tion; changes in perception; and finally, new
Farr and Ford (1990) define IWB as an indi- knowledge. Idea exploration includes looking
vidual’s behaviour that aims to achieve the ini- for ways to improve current products, services
tiation and intentional introduction (within a or processes or trying to think about them in
work role, group or organization) of new and alternative ways (e.g., Kanter, 1988; Farr &
useful ideas, processes, products or proce- Ford, 1990; Basadur, 2004).
dures. IWB differs from employee creativity – Idea generation is the next proposed
the production of new and useful ideas element of IWB. The generation of ideas may
concerning products, services, processes and relate to new products, services or processes,
procedures (Amabile, 1988) – because it also the entry into new markets, improvements in
includes the implementation of ideas. Unlike current work processes, or in general terms,
creativity, IWB is explicitly intended to solutions to identified problems (e.g., Van de
provide some kind of benefit. It has a clearer Ven, 1986; Amabile, 1988; Kanter, 1988). The
applied component and is expected to result in key to idea generation appears to be the com-
innovative output. Creativity can be seen as a bination and reorganization of information
crucial component of IWB, most evident in the and existing concepts to solve problems or to
beginning of the innovation process when improve performance. Good idea generators
problems or performance gaps are recognized approach problems or performance gaps from
and ideas are generated in response to a per- a different angle. Kanter (1988) speaks of
ceived need for innovation (West, 2002). Here, ‘kaleidoscopic thinking’ as idea generation
we address a broad range of innovative work often involves rearranging already existing
behaviours encompassing both the initiation pieces into a new whole.
and implementation of ideas. Idea championing becomes relevant once an
idea has been generated. Most ideas need to be
promoted as they often do not match what is
Dimensions already used in their work group or organiza-
Much of the work on IWB theoretically distin- tion. Even if ideas have legitimacy or appear to
guishes between various dimensions, which fill a performance gap, for most ideas it is
are often linked to different stages of the inno- uncertain whether their benefits will exceed
vation process. For example, Scott and Bruce the cost of developing and implementing
(1994) operationalize IWB as a multi-stage them, and resistance to change often occurs
process. Drawing on Kanter (1988), they (Kanter, 1988). In this respect, the champions
outline three stages relevant to IWB, namely of innovation literature focuses on persons in
idea generation, coalition building and imple- informal roles who push creative ideas beyond
mentation. However, we notice that idea gen- roadblocks in their organizations and help
eration is rather broad, as it is proposed to realizing innovative ideas (e.g., Shane, 1994).
include behaviours to both explore and gener- Championing includes finding support and
ate ideas. Creativity research, however, indi- building coalitions by expressing enthusiasm
cates that these two behaviours rely on distinct and confidence about the success of the inno-
cognitive abilities (e.g., Runco & Chand, 1994; vation, being persistent, and getting the right
Basadur, 2004). Similarly, in the entrepreneur- people involved (Howell, Shea & Higgins,
ship literature, opportunity exploration is 2005).
regarded to precede idea generation. Both Finally, ideas need to be implemented. Con-
behaviours also have distinct personality and siderable effort and a result-oriented attitude
environmental determinants (e.g., Shane, are needed to make ideas happen. Idea imple-
2003). Here, we distinguish four dimensions of mentation also includes making innovations
innovative work behaviour, and label them as part of regular work processes (Kleysen &
Volume 19
Number 1
Table 1. Previous Measures of Innovative Work Behaviour
Study Items and dimensions Sample and self or other ratings Reliability and validity
2010
Scott and Bruce (1994) 6 items; one dimension Managers of 172 engineers, scientists and a = 0.89; significant correlation with objective
technicians in an R&D department; other measure of filed invention disclosures (r = 0.33)
ratings, single source
Bunce and West (1995) 5 items; one dimension Sample 1 Sample 1
435 employees from a national health service; a = 0.75; no validity reported
self-ratings, single source
Sample 2 Sample 2
281 employees from a national health service; a = 0.80; no validity reported
self-ratings
Spreitzer (1995) 4 items; one dimension Subordinates of 393 managers of an industrial a = 0.91; no validity reported
company; other ratings, multiple source
Basu and Green (1997) 4 items; one dimension Supervisors of 225 employees of a printing a = 0.93; no validity reported
manufacturer; other ratings, single source
Scott and Bruce (1998) 4 items; one dimension Sample 1 Sample 1
Leaders of 110 professionals in an R&D facility; a = 0.86; significant correlation with objective
other ratings, multiple source measure of individual innovation (number of
invention disclosures)
Sample 2 Sample 2
Leaders of R&D engineers working at four a = 0.84; no validity reported
locations of a manufacturer of electronic
equipment; other ratings, multiple source
Janssen (2000) 9 items; one dimension Self-ratings of 170 employees of a food a = 0.95 (self-ratings) and 0.96 (supervisor
manufacturer and 110 supervisor (other) ratings ratings); significant correlation between both
of innovative behaviour, multiple source scales (r = 0.35)
Kleysen and Street (2001) 14 items; one dimension 225 employees from different organizations; a = 0.97; no support of validity (inadequate fit of
self-rating, single source structural equation model)
Krause (2004) 8 items related to two dimensions (5 items on 399 middle managers from different German a-values of 0.78 and 0.81 are reported; exploratory
creativity and 3 on implementation) organizations; self-ratings, single source factor analysis shows the two factors are
factorially distinct.
Dorenbosch, van Engen 16 items related to two dimensions (10 items on 132 non-managerial employees in a Dutch local a-values of 0.90 and 0.88 are reported; the
and Verhagen (2005) creativity and 6 items on implementation) government organization; self-ratings, single additive scale of both dimensions had a = 0.92;
source no validity reported
Reuvers et al. (2008) 4 items; one dimension 335 respondents in four Australian hospitals; a = 0.86; no validity reported
self-rating, single source
CREATIVITY AND INNOVATION MANAGEMENT
differences (p = 0.56 and p = 0.11, respectively). competing models that represent different
After merging both files, the dataset consisted hypothetical relationships (Hair et al., 2007),
of 693 complete leader–subordinate dyads we identified four models for empirical com-
(77 per cent of all sampled dyads). parison. First, a model with all items loading
onto a single factor was estimated. This model
mirrors previous scales that depict IWB as
Results one-dimensional (e.g., Spreitzer, 1995; Basu &
Green, 1997). It also provides a test of the large
We first repeated the reliability analyses, and share of variance of the first factor that we
found similar results as in the pilot study. Reli- found in our exploratory factor analysis,
ability was good for all measures (a > 0.70, suggesting that IWB may indeed be one-
mean correlation >0.40 and IRCs >0.30). We dimensional. Then, a two-factor model was
do not report these findings due to space run with items on opportunity exploration
limitations. and idea generation loading on the first factor
Next, confirmatory factor analysis (CFA) and items on championing and application on
was used to test our hypotheses 1A and 1B. As the second factor. This model reflects the
the strongest test of fit is to identify and test operationalization of Krause (2004) and Doren-
Table 3. Overall Fit Indices for Innovative Work Behaviour Scales (Threshold Values in Brackets)
(n = 879)
GFI (>0.90) RMSEA (<0.08) TLI (>0.90) NFI (>0.90) c2/df (<5.0)
IWB
0.84** 0.73**
0.84**
0.79**
0.83** 0.72**
0.87**
0.69** 0.79**
0.79** 0.84**
0.79** 0.86** 0.87**
x1 x2 x3 x4 x5 x6 x7 x8 x9 x10
** p < 0.001.
Figure 1. Second Order Confirmatory Factor Analysis of Innovative Work Behaviour (n = 879)
bosch, van Engen and Verhagen (2005). It also comparing a proposed model to a baseline
builds on our pilot study EFA which yielded one-factor model with all items having unity
only two factors with eigenvalues >1. Next, a factor loadings) and a parsimonious fit
three-factor model was estimated. This model measure (c2/df, indicating whether model fit
reflects the assumptions of Scott and Bruce has been achieved by ‘overfitting’ data using
(1994) and Janssen (2000) in assuming that too many coefficients). Reported threshold
IWB consists of idea generation (now also values were taken from Hair et al. (2007). The
including exploration), championing and results indicated that the four-factor model
implementation. Finally, we estimated a four- provides the best fit. Values of all indices are
factor model that specified each item to load on within acceptable ranges. The three-factor
its proposed dimension. model can also be regarded as acceptable, but
The second, third and fourth model were all less so than the four-factor model. Figure 1
specified as second-order CFA models. The provides the factor loadings of the four-factor
factor structure was further specified to CFA model. Each first- and second-order
account for the relationships among the first- factor loading is statistically significant at
order factors (in this case, the dimensions of p < 0.001. Results clearly support hypothesis
IWB) to estimate the proposed contribution of 1A.
the various dimensions to an overall construct To test hypothesis 1B, a range of alternative
of innovative work behaviour. Table 3 pro- four-factor models was run. Rather than mod-
vides the results drawing on maximum likeli- elling a second-order factor of IWB, these
hood estimates. It reports absolute fit models were specified with plain correlations
measures (GFI and RMSEA, both indicating between the four dimensions. We ran six alter-
recovery of observed correlations between the native models that subsequently fixed each
items), incremental fit measures (TLI and NFI, correlation between a pair of dimensions on
unity. Sufficient distinctiveness between the (random slope models were also estimated
proposed dimensions is indicated when each and provided identical results). Hierarchical
of the constrained models has a deteriorated multilevel regression uses maximum-
fit compared to the unconstrained model likelihood estimates and model fit is assessed
(Bollen, 1989). For this purpose, we assessed by comparing deviance measures of subse-
the Dc2 statistic. In each case a model with a quent models: a decrease of the deviance
less optimal fit emerged (Dc2 > 38.0 with one measure (Ddev) is related to Ddf (degrees of
additional degree of freedom). freedom) and tested against a c2 distribution.
Although the alternative CFA models pro- To test hypotheses 2 and 3 we estimated
vided some support for hypothesis 1B, the cor- three models using IWB as dependent vari-
relations between the four dimensions were able. First, we estimated an intercept-only
relatively high. Table 4 provides descriptive model to provide the initial value of the devi-
statistics and correlations for all relevant mea- ance measure (model 1). Next, we entered the
sures, including the four separate IWB scales control variables of firm size, gender and
and the overall measure of IWB. sector dummies (model 2). Finally, we esti-
We note that the correlations between the mated the full model, which also includes our
dimensions of IWB are high and significant, measures of participative leadership and exter-
ranging from 0.60 to 0.74. Thus, although we nal work contacts (model 3) (see Table 5).
found support for their distinctiveness in the The initial deviance measure was 2034.34.
CFA, taken as a whole our results do not The second model enters the control variables
strongly support hypothesis 1B. In line with of size, gender and industry type. This signifi-
Janssen (2000), the dimensions may be best cantly increased model fit (Ddev = 21.90 with
viewed to combine additively to create an Ddf = 5, p < 0.001). T-tests revealed this effect
overall scale of innovative work behaviour. was due to size, gender and legal services. In
Accordingly, in the regression analyses to test model 3, participative leadership and external
hypotheses 2–4, we entered only the overall work contacts were entered as predictors,
IWB scale and not its separate dimensions. again improving model fit (Ddev = 517.01 with
Table 4 also includes our validation con- Ddf = 2, p < 0.001). In line with hypotheses 2
structs and control variables (firm size, gender and 3, both predictors had positive and signifi-
and sector) that we used when examining the cant effect parameters.
criterion validity of the IWB measure. To test To test hypothesis 4 we followed a similar
hypotheses 2–4 we applied hierarchical multi- procedure with innovative output as depen-
level regression analysis. As our data have a dent variable. Again, the analysis consisted of
nested structure (employees within firms), three steps, i.e., estimation of an intercept-only
using OLS regression analysis may provide model, entering the control variables, and
inaccurate standard errors and false signifi- finally entering the full IWB measure (Table 6).
cance tests. To investigate this potential caveat, The initial deviance measure was now 1434.11.
pre-analysis tests were done to examine Entering the control variables as predictors
whether our data required multi-level model- gave a better fit. More importantly, adding
ling (as recommended by Snijders & Bosker, IWB in the third model improved the fit even
1999). Indeed, we found that our IWB and more (Ddev = 131.19 with Ddf = 1, p < 0.001).
innovative output measures – the dependent T-tests revealed that the positive effect param-
variables in our analyses presented hereafter – eter of IWB was highly significant, supporting
had positive intra-class correlation coeffi- our hypothesis. Employees higher on innova-
cients, indicating that a significant share of tive work behaviours show more innovative
variance in employees’ IWB and innovative output. In all, these results support the crite-
output was due to being part of a specific firm. rion validity of our IWB measure.
Drawing on one-way analysis of variance, we
also found F-values indicating significant dif-
ferences between employees in different firms. Discussion
These findings suggest that multi-level model-
ling is merited (Snijders & Bosker, 1999). Employees’ IWB is crucial for many of today’s
Hierarchical multi-level regression allows organizations. The research presented here
the simultaneous examination of the effects of aimed to increase both our understanding of
group level and individual level variables on IWB and to improve its measurement. Despite
individual level outcomes, while accounting an extensive amount of work, attempts to vali-
for the non-independence of observations date IWB measures have been scarce. The field
within groups. We here report the estimates of is dominated by single-source studies drawing
random intercept models, which regard differ- on self-ratings or supervisor ratings of
ences between firms as a source of variance in employees’ innovation behaviours. Moreover,
the intercept of the regression equation only available measures usually regard IWB as
Volume 19
Number 1
2010
Table 4. Descriptive Statistics and Correlations* among Scales (n = 693)
Mean SD Correlations
1 1a 1b 1c 1d 2 3 4 5 6 7 8 9
* Absolute values 0.07 ⱕ r < 0.10 are significant at 5%, with 0.10 ⱕ r < 0.13 at 1%, and with r ⱖ 0.13 at 0.1%.
CREATIVITY AND INNOVATION MANAGEMENT
** p < 0.001.
being one-dimensional, whereas theory sug- parsimonious fit, the proposed four-factor
gests that it may be multi-dimensional. model performed better than any competing
We proposed that IWB consists of four model. Second-order CFA revealed that each
related dimensions, namely, the exploration, of the four dimensions clearly contributed to
generation, championing and implementation an overall construct of IWB.
of ideas. We used confirmatory factor analysis However, evidence of the distinctiveness of
(CFA) to examine whether these dimensions the four dimensions was weak. We found
contribute to an overall construct of innovative some high intercorrelations, suggesting that
work behaviour, and whether the dimensions IWB may be one-dimensional, and echoing
are sufficiently distinct to justify a multi- Janssen’s (2000) earlier conclusion that the
dimensional model. A 10-item measure of the dimensions would combine additively to
four IWB dimensions derived from a pilot create an overall measure of IWB. Although
study was tested in a large-scale follow-up authors such as Kanter (1988) and King and
study. In terms of absolute, incremental and Anderson (2002) argued that conditions for
innovation may theoretically be best under- commonsense that IWB helps enhance organi-
stood if one assumes the discovery of ideas zations’ innovative ability and results.
and their implementation as discrete stages, Understanding innovative work behaviour
real-world innovation processes are reciprocal is important for the field of individual innova-
with overlapping stages. Or, in the words of tion. Objective measures such as patent counts
Scott and Bruce (1994), ‘individuals can be and technical reports are usually only available
expected to be involved in any combination of for specific tasks (e.g., scientists, R&D
these behaviours at any one time’ (p. 582). workers). Mumford (2003) already indicated
Nonetheless, we recommend that continued that research is most needed in those contexts
work is merited on the measurement of IWB where innovation and everyday work perfor-
and the distinctiveness of its dimensions. Two mance are not the same (in other words, inno-
routes may be particularly worthwhile. First, vative efforts of all employees rather than just
while self-ratings of IWB have inherent prob- those in innovation-oriented jobs). Accord-
lems, supervisor ratings may have pitfalls too. ingly, we expect that supervisor and peer
Supervisors’ ratings might be somewhat ratings of individual innovation and IWB will
biased due to their overall, holistic view of the be increasingly useful; however, this will only
capabilities and performance level of a particu- hold true if the measures used are reliable and
lar employee. This might inflate intercorrela- valid. Although some further development
tions between the dimensions of IWB. Thus, and validation is needed, this study has tried
investigating distinctiveness based on ratings to provide a measure that is applicable in dif-
of others who closely observe the focal ferent contexts, especially when innovative
employee’s IWB (peers, subordinates, custom- efforts are needed from all employees. It can
ers) may be of interest. Second, more needs to be used in further research aimed to enhance
be done to assess convergent and divergent our understanding of individual innovation.
validity. In order to claim robustness and
added value, we need to know how the
measure behaves when it is correlated with
traditional measures of IWB, as reported in Appendix: Measures
Table 1. We did investigate correlations with
employee-rated innovation output, which may * item dropped after pilot survey.
actually be regarded as a first indication of
convergent validity, but more evidence is
needed. Innovative Work Behaviour
Except for content validity, we also empiri-
(Supervisor Rated)
cally explored the measure’s criterion validity
by correlating it with related, but distinct, How often does this employee . . .
constructs, namely participative leadership, . . . pay attention to issues that are not part of
external work contacts and employees’ innova- his daily work?
tion outputs. We found clear evidence that . . . look for opportunities to improve things?*
these three constructs correlate with IWB, . . . consider innovative opportunities?*
and accordingly, our new measure seems to . . . wonder how things can be improved?
have good criterion validity. Participation in . . . explore new products or services?*
decision-making and autonomy encourage . . . search out new working methods, tech-
employees to generate and implement ideas. niques or instruments?
Participative leadership likely enhances em- . . . generate original solutions for problems?
ployees’ intrinsic motivation as well as their . . . create new ideas?*
feelings of responsibility, efficacy and control. . . . find new approaches to execute tasks?
This, in turn, is likely to enhance employees’ . . . mobilize support for innovative ideas?*
willingness to engage in IWB. External work . . . acquire approval for innovative ideas?*
contacts were also positively and significantly . . . make important organizational members
related to IWB. This is in line with Perry-Smith enthusiastic for innovative ideas?
and Shalley’s (2003) suggestion that we need . . . attempt to convince people to support an
to empirically explore the social side of indi- innovative idea?
vidual innovation in which (external) network . . . transform innovative ideas into useful
contacts seem to be crucial. Apparently, it is applications?*
tougher to be innovative when one is isolated . . . systematically introduce innovative ideas
or surrounded only by people from inside the into work practices?
organization. Finally, in line with previous . . . contribute to the implementation of new
work, the expected relationship between inno- ideas?
vative work behaviour and innovative output . . . put effort in the development of new
was confirmed. This fits with the academic things?
Participative Leadership (Employee Rated) Campbell, D.T. and Fiske, D.W. (1959) Convergent
and Discriminant Validation by the Multitrait-
My executive . . . Multimethod Matrix. Psychological Bulletin, 56,
. . . asks for my opinion. 81–105.
. . . asks me to suggest how to carry out De Jong, J.P.J. and Den Hartog, D.N. (2005) Deter-
assignments. minanten van Innovatief Gedrag: Een Onderzoek
. . . consults me regarding important changes. onder Kenniswerkers in het MKB (Determinants
. . . lets me influence decisions about long- of innovative behaviour: an investigation among
term plans and directions. knowledge workers in SMEs). Gedrag & Organi-
satie, 18, 235–59.
. . . allows me to set my own goals.
Den Hartog, D.N. (1997) Inspirational Leadership. VU
. . . gives me considerable opportunities for doctoral dissertation, KLI dissertation series,
independence and freedom. 1997-nr 2. Enschede: Ipskamp.
Dorenbosch, L., van Engen, M. and Verhagen, M.
(2005) On-the-Job Innovation: The Impact of Job
External Work Contacts (Employee Rated) Design and Human Resource Management
In my work I visit external customers. through Production Ownership. Creativity and
I keep in touch with prospective customers of Innovation Management, 14, 129–41.
Drucker, P.F. (1985) Innovation and Entrepreneurship:
my firm.
Practice and Principles. Harper and Row, New
I visit conferences, trade fairs and/or York.
expositions. Farr, J. and Ford, C. (1990) Individual Innovation. In
I talk to people from other companies in our West, M. and Farr, J. (eds.), Managing Innovation.
market. Sage, London.
I keep in touch with people from universities/ Hair, J.F., Black, W.C., Babin, B.J. and Anderson,
knowledge institutions. R.E. (2007) Multivariate Data Analysis, 7th edn.
Prentice Hall, Englewood Cliffs, NJ.
Howell, J.M., Shea, C.M. and Higgins, C.A. (2005)
Innovative Output (Employee Rated) Champions of Product Innovations: Defining,
Developing, and Validating a Measure of Cham-
In your job, how often do you . . . pion Behavior. Journal of Business Venturing, 20,
. . . make suggestions to improve current prod- 641–61.
ucts or services? Janssen, O. (2000) Job Demands, Perceptions of
. . . produce ideas to improve work practices? Effort-Reward Fairness, and Innovative Work
. . . acquire new knowledge? Behavior. Journal of Occupational and Organiza-
. . . actively contribute to the development of tional Psychology, 73, 287–302.
new products or services? Kanter, R.M. (1988) When a Thousand Flowers
. . . acquire new groups of customers? Bloom: Structural, Collective and Social Condi-
tions for Innovation in Organization. Research in
. . . optimize the organization of work?
Organizational Behavior, 10, 169–211.
Kasperson, C.J. (1978) Psychology of the Scientist:
XXXVII. Scientific Creativity: A Relationship with
References Information Channels. Psychological Reports, 42,
691–4.
Amabile, T.M. (1988) A Model of Creativity and Kimberly, J.R. and Evanisko, M.J. (1981) Organiza-
Innovation in Organizations. In Shaw, B.M. and tional Innovation: The Influence of Individual,
Cummings, L.L. (eds.), Research in Organizational Organizational and Contextual Factors on Hospi-
Behavior, 10, 123–67. tal Adoption of Technological and Administrative
Axtell, C.M., Holman, D.J., Unsworth, K.L., Wall, Innovations. Academy of Management Journal, 24,
T.D., Waterson, P.E. and Harrington, E. (2000) 689–713.
Shopfloor Innovation: Facilitating the Suggestion King, N. and Anderson, N. (2002) Managing Innova-
and Implementation of Ideas. Journal of Occupa- tion and Change: A Critical Guide for Organizations.
tional and Organizational Psychology, 73, 265–85. Thomson, London.
Basadur, M. (2004) Leading Others to Think Inno- Kleysen, R.F. and Street, C.T. (2001) Towards a
vatively Together: Creative Leadership. Leadership Multi-Dimensional Measure of Individual Inno-
Quarterly, 15, 103–21. vative Behavior. Journal of Intellectual Capital, 2,
Basu, R. and Green, S.G. (1997) Leader-Member 284–96.
Exchange and Transformational Leadership: An Krause, D.E. (2004) Influence-Based Leadership as a
Empirical Examination of Innovative Behaviors in Determinant of the Inclination to Innovate and of
Leader-Member Dyads. Journal of Applied Social Innovation-Related Behaviors: An Empirical
Psychology, 27, 477–99. Investigation. Leadership Quarterly, 15, 79–102.
Bollen, K.A. (1989) Structural Equations with Latent McLoughlin, I. and Harris, M. (1997) Innovation,
Variables. John Wiley, New York. Organizational Change and Technology. Thompson,
Bunce, D. and West, M.A. (1995) Personality and London.
Perceptions of Group Climate Factors as Predic- Mumford, M.D. (2003) Where Have We Been,
tors of Individual Innovation at Work. Applied Where Are We Going? Taking Stock in Creativity
Psychology: An International Review, 44, 199–215. Research. Creativity Research Journal, 15, 107–20.
Perry-Smith, J.E. and Shalley, C.E. (2003) The Social Statistics Netherlands (2007) Kennis en Economie
Side of Creativity: A Static and Dynamic Social (Knowledge and Economy). Statistics Netherlands,
Network Perspective. Academy of Management Voorburg.
Review, 28, 89–106. Van de Ven, A. (1986) Central Problems in the Man-
Reuvers, M., van Engen, M.L., Vinkenburg, C.J. and agement of Innovation. Management Science, 32,
Wilson-Evered, E. (2008) Transformational Lead- 590–607.
ership and Innovative Work Behavior: Exploring West, M.A. (2002) Sparkling Fountains or Stagnant
the Relevance of Gender Differences. Creativity Ponds: An Integrative Model of Creativity and
and Innovation Management, 17, 227–44. Innovation Implementation in Work Groups.
Runco, M.A. and Chand, I. (1994) Problem Finding, Applied Psychology: An International Review, 51,
Problem Solving, and Creativity. Ablex, Norwood, 355–87.
NJ. Yukl, G. (2006) Leadership in Organizations, 6th edn.
Scott, S.G. and Bruce, R.A. (1994) Determinants of Prentice Hall, Upper Saddle River, NJ.
Innovative Behavior: A Path Model of Individual
Innovation in the Workplace. Academy of Manage-
ment Journal, 38, 1442–65.
Scott, S.G. and Bruce, R.A. (1998) Following the
Leader in R&D: The Joint Effect of Subordinate
Jeroen de Jong (jjong@rsm.nl) is an Assis-
Problem-Solving Style and Leader-Member Rela-
tant Professor at RSM Erasmus University,
tions on Innovative Behavior. IEEE Transactions on
and an innovation researcher at EIM Busi-
Engineering Management, 45, 3–10.
ness and Policy Research, Zoetermeer, The
Shane, S.A. (1994) Are Champions Different from
Netherlands. His research interests include
Non-Champions? Journal of Business Venturing, 9,
innovation in SMEs, individual innovation
397–421.
and user innovation. He has published in
Shane, S.A. (2003) A General Theory of Entrepreneur-
journals including Research Policy, Technova-
ship: The Individual-Opportunity Nexus. Edward
tion, International Small Business Journal,
Elgar, Aldershot.
Gedrag & Organisatie and the Services Indus-
Sharma, P. and Chrisman, J.J. (1999) Toward a Rec-
tries Journal.
onciliation of the Definitional Issues in the Field
Deanne den Hartog (D.N.denHartog@
of Corporate Entrepreneurship. Entrepreneurship
uva.nl) is a Full Professor of Organizational
Theory and Practice, 23, 11–27.
Behaviour at the University of Amsterdam.
Snijders, T. and Bosker, R.J. (1999) Multilevel Analy-
Her research interests include leadership,
sis: An Introduction to Basic and Advanced Multi-
proactiveness and innovative work behav-
level Modeling. Sage, London.
iour. She has published her work in leading
Spreitzer, G.M. (1995) Psychological Empowerment
journals including Journal of Applied Psy-
in the Workplace: Dimensions, Measurement,
chology and Leadership Quarterly.
and Validation. Academy of Management Journal,
38, 1442–65.