Innovative behavior and the reciprocal exchange between employees and organizations

In this study, we investigated if employees’ innovative behavior can be explained in terms of social exchange between employees and organizations. We developed a research model based on the Organizational Support Theory (Eisenberger et al. 1986). The model explains how innovative behavior among employees arises out of a feeling of being obligated, vis-á-vis the organization, to provide innovation-relevant contributions. It is presumed that this feeling of obligation is the result of perceived organizational support (POS), in so far as the organization provides resources relevant to innovation. Furthermore, we presume that the effect which these provided resources have on POS is moderated by the organization’s obligation to provide them. The model was examined with the help of Structural Equation Models, by way of data from a questionnaire study (N = 461). The results confirm the proposed hypotheses to a large extent. Only the moderator effect remained unsubstantiated. -- social exchange ; employee-organization relations ; innovative behavior ; voice behavior ; perceived organizational support