Designing a Framework and Strategies to Enhance Individual Innovative Work Behavior : A Case of a Non-Profit in Phnom Penh, Cambodia

Innovation has become such a big part of our everyday life that everywhere we go, whatever we do, we tend to seek something new, whether these are new ideas, new experiences, new products, new places, or new technologies. For organizations in highly competitive environments, innovation ensures sustainability and competitive advantage. However, innovativeness comes from the organization's people, so innovative work behavior has rapidly become a significant factor for organizations to explore and establish. This research assesses the needs of five factors that enhance individual innovative work behavior in Pact Cambodia: job resourcefulness, work empowerment, employee motivation, leader-member exchange (LMX), and work engagement. A mixed research methodology was used,  and the respondents included the population in the non-profit organization. All 25 employees responded to the survey questionnaire for quantitative research, whereas eight key employees were selected to participate in a focus group discussion. The quantitative data were analyzed using Cronbach's Alpha testing, descriptive analysis, and Priority needs index modified (PNImod). The qualitative data were analyzed using the inter-coding method. The results from PNIMod show that work empowerment, employee motivation, leader-member exchange, and innovative work behavior are the four factors that must be prioritized. The interview questionnaire used appreciative inquiry (AI) questions to further explore work engagement and innovative work behavior. Based on the overall results, the current situation of innovative work behavior is favorable, but PNIModified suggested that some factors should be prioritized to enhance individual innovative work behavior. Therefore, a framework and strategies are presented based on all data results.

Testing the Determining Factors of Knowledge Sharing Behavior

In today’s information-based economy, knowledge is considered as a critical and effective resource for assisting businesses in establishing departmental synergies, accelerating innovation, providing value to customers, and increasing revenue through market growth. Knowledge sharing behavior is defined as individual behavior that pertains to the exchange of information, experience, ideas, and skills with other individuals or groups of people inside an organization in order to enhance the company’s sustainability. The purpose of this study is to analyze and obtain empirical evidence of the factors that influence knowledge sharing behavior, which consists of intention to share knowledge, knowledge sharing self-efficacy and enjoyment in helping others by 297 middle managers in a bank setting. This research is an explanatory research that focuses on the causal relationship among variables. The data were collected through a questionnaire survey and were then analyzed using Structural Equation Modeling (SEM) with the Analysis of Moment Structure (AMOS) program. The results of this study show that knowledge sharing self-efficacy and enjoyment in helping others have positive and significant effect on intention to share knowledge. Furthermore, knowledge sharing self-efficacy, enjoyment in helping others and intention to share knowledge have positive and significant effect on knowledge sharing behavior. The mediation role of intention to share knowledge is also proven to be significant

The Method is the Message: Communicating for Individual Behavior Change Toward Disciple Multiplication

The purpose of this ethnographically informed, comparative embedded case study was to understand the lack of disciple-making movements for congregations at three evangelical churches representing the East Coast, Midwest, and West Coast of the United States. The theories guiding this study were Latour’s actor–network theory and Bandura’s social cognitive theory as they provide a theoretical framework to understand the influence of culture on the creation of meaning followed by the influence of meaning on individual behavior. The primary research question that guided this study asked, How can a church organization communicate to increase disciple multiplication? To answer this question, a qualitative approach was used with data collected through site visits to the three participating sites, a digital media review, an artifact review, and 75 personal interviews, with 25 interviews from each of the three participating churches. Data from each method were descriptively coded, inferentially coded, and then analyzed for patterns and themes. Overall results found substantial cultural influence on the organizational culture of all three churches, with a common theme of commercialism throughout all three sites. Despite unique organizational visions and rhetoric, nearly identical methodological approaches to core functions of the organizations existed between the three sites. The methodological approaches to disciple -making at all three sites failed to engage elements of social cognitive theory that are proven to influence individual behavior change. The primary recommendation from this study was to ontologically transform the organization’s methodological approach to disciple making to focus most of the organizational communication through small, intimate community with a narrow message focused on mission, predicated with a tangential model of expected behavior first provided by organizational leadership