One particularly persistent and prevalent negative age stereotype is that older workers are less innovative and more resistant to change. Because older workers are also more likely to have longer organizational tenure, negative age stereotypes contribute to the perception that long-tenured workers are less innovative and more resistant to change, too. Guided by human capital theory, this study argues that the capacity to contribute to innovation-related behaviours ( IRB) might actually grow with age and tenure, counteracting the presumed age-related declines in this type of job performance. Using a meta-analysis that included 98 empirical studies, the present research examines the relationships of age and organizational tenure with the generation, dissemination, and implementation of new ideas. Overall, the pattern of results in the study suggests that older workers and longer-tenured workers do not engage in less innovation-related behaviour than their younger and more junior counterparts. In addition, there is little evidence of curvilinearity in the relationships of age and tenure with IRB; workers at the high end of the age and tenure distributions did not perform especially poorly on these tasks. Practitioner points Contrary to common belief, the results of this study show that age and tenure are not negatively related to innovation-related behaviours., That is, older and longer-tenured workers do not engage in less innovation-related behaviour than younger, more junior workers., These results hold true even at the high end of the age and years-of-service continuum., This study concludes that the negative stereotype that older and longer-tenured workers are less innovative is not based on accumulated empirical evidence., As such, excluding older workers from innovation-related tasks is counterproductive

A meta‐analysis of the relationships of age and tenure with innovation‐related behaviour

A paradox mindset indicates the extent to which individuals embrace and are energized by tensions. The adoption of a paradox mindset can help people leverage tensions and produce creative outputs. ...

https://journals.sagepub.com/doi/pdf/10.1177/0021886319888267

Thriving at Work: How a Paradox Mindset Influences Innovative Work Behavior:

The purpose of this paper is to develop a moderated mediation model to examine the roles that psychological capital (PsyCap) and growth need strength may play in the relationship between humble leader behaviors and follower creativity.,Data were collected from a three-wave survey study with a sample of 165 matched leader-follower questionnaires in China. Multiple regression analyses, moderated regression analysis and bootstrapping analysis were used to test the hypotheses.,The results show that humble leader behaviors positively influence follower creativity, PsyCap mediates this influence and growth need strength not only moderates the relationship between humble leader behaviors and PsyCap, but also amplifies the indirect relationship between humble leader behaviors and follower creativity via PsyCap.,Common method bias may still exit, although the measures of research variables were gathered from different sources and with time separation. Additionally, this study is conducted in a single cultural context, which may raise the question about the generalizability of our findings to other cultural contexts.,The primary contribution is building and examining a conceptual model that focuses on the potential effect of humble leader behaviors on follower creativity. Additionally, by confirming the mediating role of PsyCap, the research further uncovers why followers under humble leader behaviors are more likely to engage in creativity, and the moderating role of growth need strength found in this study also offers additional insight into that followers may differ in the degree to which they are receptive to leader effect.

How does humble leadership promote follower creativity? The roles of psychological capital and growth need strength

Innovation behavior for entrepreneurship is known as a driving force to obtain competitive advantages. As a key quality for entrepreneurial success, the mechanism of entrepreneurial self-efficacy (ESE) acting on innovation behavior needs further verification, which has led to the primary objective of this paper via applying the Goal Self-Concordance Theory, as well as to further building a theoretical model. Two hundred forty-nine samples of Chinese entrepreneurs have been empirically analyzed in this study, contributing to the following findings. Firstly, ESE has significantly positive effects on entrepreneurial innovation behavior. Secondly, job satisfaction plays a mediating role between ESE and innovation behavior. Thirdly, Zhongyong thinking moderates the relationship between ESE and job satisfaction. The research results might deliver great value in cultivating ESE, encouraging positive entrepreneurial attitude, enhancing job satisfaction, and ultimately inspiring innovation behaviors.

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How Does Entrepreneurial Self-Efficacy Influence Innovation Behavior? Exploring the Mechanism of Job Satisfaction and Zhongyong Thinking.

In the pursuit of well-being at work, work stress is always an inescapable challenge. However, existing research shows that the relationships between work stress and employee outcomes are inconsistent, which indicates that the concept of work stress needs further investigation. Moreover, Zhong-Yong serves as a cognitive strategy to coping with stress as well as being a pivotal life wisdom and practical rationality. Using a questionnaire survey, this study explores the relationship between work stress, employee well-being, and Zhong-Yong beliefs. The work stress was classified into challenge- and hindrance-related stress while emotional exhaustion and job satisfaction were used as well-being indicators. Using a sample of 394 employees from private enterprises in Taiwan as subjects, the results show that (1) hindrance-related stress is destructive to employee well-being; (2) challenge-related stress is positively associated with emotional exhaustion but has no significant relation with job satisfaction; (3) Zhong-Yong beliefs mitigate the harm from hindrance-related stress on employee well-being; and (4) Zhong-Yong beliefs weaken the negative effects of challenge-related stress on emotional exhaustion, and transform challenge-related stress into eustress for job satisfaction.

Work stress and employee well-being: The critical role of Zhong-Yong

The present study examined the moderating effect of Zhong Yong on the relationship between perceived creativity and innovation behaviour in Chinese companies. A total of 273 paired questionnaires were collected with employee self-rated creativity and Zhong Yong and supervisor-rated innovation behaviour. The results show that for people higher on Zhong Yong, their creativity was not correlated with innovation behaviour; for people less immersed in Zhong Yong, this correlation is significant. This finding provides a new insight into the effects of Zhong Yong on the creativity-innovation behaviour transformation processes. The implications for future research are also discussed.

Nini Dong

Papers

Moderating effect of Zhong Yong on the relationship between creativity and innovation behaviour