HOW DEVIATED ARE SLOGANS FROM ACTION? A CONFIGURATION ANALYSIS OF THE JOINT EFFECT OF MULTIPLE FACTORS THAT STIMULATE EMPLOYEES’ INNOVATION BEHAVIOUR

Abstract

Most companies promote “innovation” as a core value, but this declared value is not implemented in employees’ behaviour. To address this disconnection between “slogan” and “action,” this paper explores the influence of multiple psychological needs on employees’ innovation behaviour from a value-based perspective. By employing fuzzy-set qualitative comparative analysis (fsQCA) to explore the synergistic effects of multiple antecedent conditions on employees’ innovation behaviour fully, the study draws the following conclusions. (1) The organisation’s declared innovative values are not necessary to promote high levels of corporate innovation behaviour but must work in tandem with other elements to produce high levels of employee innovation behaviour. (2) The mechanism underlying high levels of employee innovation behaviour can be divided into five configurations, revealing that different organisations of five conditional factors can lead to a variety of paths for promoting employee innovation behaviour.