Knowledge that Transforms

In recent years,researchers and practitioners are most concerned about employees’ innovative behaviors. Previous studies have explored this issue from many perspectives. To fill these research gaps,this study,based on the definition of innovative behaviors by Scott & Bruce,examined the joint effects of organizational factor,individual factor,and leadership factor on employee’ innovative behaviors in China.This study examined the joint effects of human resource management practice,psychological contract breach and supervisor- subordinator communication on employees’ innovative behaviors. A moderated mediation model was proposed and tested by using a sample of 402 employees. 500 survey questionnaires were distributed among the employees of 19 firms from the manufacturing,trading and technology sectors in Zhejiang and Jiangsu Provinces. 471 questionnaires were returned with theresponse rates of 94. 2%. After we had deleted the unqualified ones,a total of 402 questionnaires were retained and constituted the sample for this study,with a pass rate of85. 4%.The correlation analysis,regression analysis and moderated mediation analysis results showed that( 1) human resource management practice of organization was positively related to employees’ innovative behaviors;( 2) psychological contract breach partially mediated the relationship between human resource management practice and employees’ innovative behaviors;( 3) supervisor- subordinator communication moderated the mediated relationship between human resource management practice and employees’ innovative behaviors through psychological contract breach. That is,psychological contract breach mediated the relationship between human resource management practice of organization and employees’ innovative behaviors only when the supervisor- subordinator communication is limited.This study makes an important contribution to the literature on innovative behaviors. Based on the definition of innovative behaviors by Scott & Bruce,by integrating the organization factor,individual factor,and leader factor,we extended existing knowledge and explained why employees do not exhibit innovative behaviors in their organizations. Our findings also offer several practical implications in China’s organizations. First,our results highlighted the positive effect of human resource management practice of the organization on employees’ innovative behaviors. As such,managers in organizations should focus on building and maintaining the level of organizations’ human resource management practice,thus they should encourage employees to exhibit high innovative behaviors. Second,our results highlighted the negative effect of psychological contract breach on employees’ innovative behaviors. As such,managers in organizations should work on building and maintaining employees’ psychological contract,thus they should reduce their perceptions of psychological contract breach. Finally,our results emphasize maintaining a high level of supervisor- subordinator communication in organization,especially in China’s organization. A high level of supervisor- subordinator communication may be necessary to decrease the level of employees’ perceptions of psychological contract breach,and increase the likelihood of employing staff with high level of innovative behaviors.

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In 2011, we tested the hypothesis that people exhibit a right-oriented bias when they are approach motivated and act quickly (Roskes, Sligte, Shalvi, & De Dreu, 2011). An experiment showed that when people had to act quickly, they bisected lines farther to the right when they were approach motivated than when they were avoid-ance motivated. Analysis of archival data on soccer pen-alty shoot-outs further revealed that goalkeepers dived more to the right when their team was behind than when their team was not behind, a situation we propose induces approach motivation.Price and Wolfers (2014) challenge whether the right-oriented bias manifests itself in goalkeepers’ behavior. They make three critiques of our findings: (a) The effect does not replicate, (b) an alternative coding of “being behind” eliminates the effect, and (c) the goalkeepers’ tendency to dive right is not dysfunctional. Our analysis suggests that the bias exists, although Price and Wolfers’s alternative coding raises interesting questions about the exact settings that evoke approach motivation. We are happy to see that more data are being collected, which is important for enhancing understanding of the phenomenon.Prior research has demonstrated an association between approach motivation and a variety of right-ori-ented biases. This association is explained by increased left-hemispheric brain activation under approach motiva-tion, which enhances attention and action readiness toward the right (Vallortigara & Rogers, 2005). For exam-ple, dogs wag their tails toward the right when they observe their owners (Quaranta, Siniscalchi, & Vallortigara, 2007), and when quickly dividing lines into equal parts, approach-motivated people divide them to the right of their centers (Nash, McGregor, & Inzlicht, 2010). In our original study, we tested whether right-oriented bias under approach motivation is more likely to appear when people have to act fast than when they have more time in which to override their automatic responses. Price and Wolfers challenge neither the theory nor the results of our experiment. Rather, they challenge whether approach motivation evokes right-oriented bias in goal-keepers during penalty shoot-outs.