An Empirical Research On The Relationship Between Organizational Innovative Climate And Employee Innovative Behavior

Because the severe global competition and the rapid technological revolution, innovationbecomes the inherent dynamism of enterprise survival and development. As the organizationalinnovative climate, acting as a catalyst for innovation, contributes to the promotion of employeeinnovative behavior, so organizational innovative climate becomes the hot topic in the research fieldof organizational behavior. Yet, in the previous empirical studies, scholars either discussed the directimpact of organizational innovative climate on innovative behavior, or viewed organizationalinnovative climate as an mediating variable and discussed how the other factors influence innovativebehavior through organizational innovative climate. But, how does the organizational innovativeclimate influence employee innovative behavior? The mechanism of influence is unknown.The main purpose of this study is to explore the process through which organizationalinnovative climate affect employee innovative behavior. During the study, we focus on the twovaribles of psychological empowerment and motivational preference, discuss which roles do the twovaribles play in the influence process. This study has great significance for the promotion oforganizational innovative climate research.The analysis routin of this study is as below. First, we test the mediating effect of psychologicalempowerment exists between organizational innovative climate and employee innovative behavior.Then we test the moderating effect of motivational preference exists between organizationalinnovative climate and employee innovative behavior. At last, we discuss the combined effects ofpsychological empowerment and motivational preference exists between organizational innovativeclimate and employee innovative behavior.The research of demographic variable finds that education, age, tenure, rank et al. have strongrelationship with employee psychological empowerment, these demographic variables also havestrong relationship with innovative behavior. These results are consistent with the research findingsin foreign countries.This paper analyzed the mediating effect of psychological empowerment betweenorganizational climate and innovative behavior. But for the different dimentions of organizationalinnovative climate, the mediating effect is different. the result is that psychological empowermentcompletely mediates the relationship between supervisor support and innovative behavior,psychological empowerment partly mediates the relationship between organizational support and innovative behavior, psychological empowerment has no significant mediated effect between teamsupport and innovative behavior.Then, this paper also examined the moderation effect of employee motivational preferencebetween organizational innovative climate and employee innovative behavior. The intrinsicmotivational preference negatively moderates the relationship between innovative climate andinnovative behavior. The extrinsic motivational preference positively moderates the relationshipbetween innovative climate and innovative behavior. Yet, the moderation effect of motivationalpreference between team support and innovative behavior is not significant.This paper also analyzed the combined effect of employee motivational preference andemployee psychological empowerment together on the process through which organizationalinnovative climet influence employee innovative behavior. We found that the mediation effect ofpsychological empowerment between organizational innovative climate (supervisor support,organizational support) and innovative behavior is positively moderated by intrinsic motivationalpreference significantly. The mediation effect of psychological empowerment betweenorganizational innovative climate (supervisor support, organizational support) and innovativebehavior is negatively moderated by extrinsic motivational preference significantly.According to the research result, we suggest that organizations should pay attention to theconstruction of organizational innovative climate, use innovative climate to direct the innovativebehavior of employee, therefore to prompt the innovative performance of organizations. For theemployees who have high extrinsic motivational preference, managers can encourage theirinnovative behavior through intensive organizational innovative climate. For the employees whohave high intrinsic motivational preference, managers can encourage their innovative behaviorthrough strengthening their perception of empowerment.This dissertation has four theoretical contribution points as follows. Firstly, we tested therelationship between motivational preference and innovative behavior, therefore this study enrichedthe creativity research from individual perspective. secondly, this study viewed psychologicalempowerment as an mediating variable, discussed the process through which organizationalinnovative climate influence innovative behavior, so this study enriched the creativity reseach fromenvironment perspective. third, this study tested the interactive effect of organizational innovativeclimate and motivational preference on employee innovative behavior, so it enriched the creativityresearch from interactive perspective. At last, this study used a moderated mediation model tointegrate psychological empowerment and motivational preference together, discussed the combinedeffect of these two variables on innovative, so we have a new understanding of the role of motivationin the innovation process.