Innovative behaviour, trust and perceived workplace performance

Building on theories of social exchange, enactment, and trust, we provide a theorization of innovative work behaviour at the individual (IB) and team (IBT) levels and explain how desirable performance returns occur for individuals and teams. We further propose that horizontal (between team members) and vertical (between teams and their supervisor) team trust moderate the relationship between IBT and team performance. The results based on surveys conducted at two points in time in a large insurance company in the Netherlands show that employees’ IB is positively associated with perceived workplace performance at the individual and team levels and that the effects vary based on the forms of trust at play. Our findings offer important new knowledge about the consequences of entrepreneurship and innovation in the workplace and the significant role that trust plays in enabling such behaviour to promote perceived workplace performance, particularly in the vital financial services sector

Unlocking the potential of non-managerial employees in corporate entrepreneurship: A systematic review and research agenda

Purpose: While extant literature has advanced our understanding of senior and middle managers in corporate entrepreneurship, studies have only recently attended to the role of non-managerial employees. These organizationl members bring ideas, resources, and energy to the pursuit of innovative opportunities, yet the determinants of their entrepreneurial behavior are poorly understood. Design/methodology/approach: We performed a systematical literature review on the subject of non-managerial employees in corporate entrepreneurship to identify gaps and recommend an agenda for future research. Findings: The review revealed gaps regarding (1) the distance of non-managerial employees from decisions on corporate strategic intent, (2) agentic choices made by non-managerial employees to use their subject matter expertise for their employers’ benefit, and the influences of (3) job characteristics and (4) organizational infrastructural support of entrepreneurial behavior. Originality: We present a theoretical framework and directions for future research.</p

Unlocking the potential of non-managerial employees in corporate entrepreneurship: A systematic review and research agenda

Purpose: While extant literature has advanced our understanding of senior and middle managers in corporate entrepreneurship, studies have only recently attended to the role of non-managerial employees. These organizationl members bring ideas, resources, and energy to the pursuit of innovative opportunities, yet the determinants of their entrepreneurial behavior are poorly understood. Design/methodology/approach: We performed a systematical literature review on the subject of non-managerial employees in corporate entrepreneurship to identify gaps and recommend an agenda for future research. Findings: The review revealed gaps regarding (1) the distance of non-managerial employees from decisions on corporate strategic intent, (2) agentic choices made by non-managerial employees to use their subject matter expertise for their employers’ benefit, and the influences of (3) job characteristics and (4) organizational infrastructural support of entrepreneurial behavior. Originality: We present a theoretical framework and directions for future research.</p