How multiple organizational changes shape managerial support for innovative work behavior

Subtitle:evidence from the Australian public service

Public organizations were once seen as the epitome of stability and implacability. More recently, however, public organizations have been subject to fast-paced environmental change. One common response to the challenges posed by these volatile environments has been the adoption of various organizational changes to make public organizations more adaptable. However, following threat-rigidity theory, this study argues that as employees perceive multiple organizational changes, managerial support for innovative work behavior (IWB) of employees decreases. Analyses on the Australian Public Service (APS) employee census support these assertions. Our results contribute to the literatures on work behavior, organizational innovation, and human resources management, by demonstrating that multiple organizational changes negatively affect managerial support for IWB of individual employees, which maythrough their negative impact on individual-level innovationsultimately affect the very adaptability of organizations that many changes aspire to achieve.

Publication year:2020

Keywords:A1 Journal article

BOF-keylabel:yes

BOF-publication weight:2

CSS-citation score:2

Authors:International

Authors from:Higher Education

Accessibility:Open