A Study On The Relationship Between The Intrinsic Motivation And Innovative Behavior About Knowledge-based Employee In Cultural And Creative Enterprise

Cultural and creative level is a manifestation of a country’s soft strength,innovation is the soul of a person, business, or even national development andprogress. Employees, innovative behavior determines the survival of enterprises,especially in the cultural and creative enterprises where knowledge-based employeesas the main members, How to choose the right incentives to improve employeeinnovation behavior for different employees and thus enhance the competitiveness ofthe entire organization, is the issue that every enterprise managers need to consider.In view of the above thinking, based on the actual operation of enterprises, thisstudy using the literatures and empirical research methods, investigating therelationship between the intrinsic motivation and innovative behavior aboutknowledge-based employee in cultural and creative enterprise, then introduceknowledge sharing as a mediating variable for the further investigation of therelationship between them. This paper discusses not only the demographiccharacteristics differences of the employees, innovative behavior, but also analyses onthe research findings, and gives actual management recommendations to theenterprises.Based on empirical studies, We draw the following major conclusions:(1)According to analysis of variance we learned that there are no significant differencesof employees innovative behavior in terms of qualifications, work experience, age,income level, work department, organizational nature, enterprise scale; and there aresignificantly differences in gender, industry, and job level.(2) Intrinsic motivation andemployee innovative behavior were significantly correlated, in which job autonomy,supervisor support, and values match have significant positive relationship withemployee, innovative behavior; and promotion expectations don’t have significantpositive relationship with employee, innovation behavior.(3) Knowledge sharingbring significant intermediary effect on the relationship between incentive motivationand employee’ innovative behavior. Knowledge sharing has significant intermediary effect on job autonomy, supervisor support, values matching, but the intermediaryeffect to promotion expectations is not significant.Based on the above conclusions, this article make recommendations accordinglyfor managers from the operation of enterprises practice: enterprise managers shouldgive employees adequate job autonomy, and provide the necessary resources andsupport for the innovative activities of staff, at the same time promote the company’svalues and work ethic to employees, achieving the maximum matching of employeesand corporate values; Managers should also be committed to building a soundknowledge-sharing platform, to create a corporate culture in knowledge-sharingorganization. Overall, we should give full play to the strength of intrinsic motivation,actively stimulate the generation of employees’ knowledge sharing behavior, promoteinnovative behavior of employees, and thus enhance the competitiveness ofenterprises.