The effects of knowledge sharing, internal locus of control and self-efficacy on innovative work behavior

• Esra Tore ; Medel Yolal ^[1]
  1. [1] Anadolu University

     Anadolu University

     Turquía

     
• Localización: Revista Turismo & Desenvolvimento, ISSN 1645-9261, Nº. 27-28, 2, 2017 (Ejemplar dedicado a: INVTUR 2017 Intl' Conference), págs. 391-393
• Idioma: inglés
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  • Texto Completo Ejemplar
• Resumen

  • In the contemporary society, traditional production elements have been replaced by knowledge (Drucker, 1993) which has become the main resource for products and services. Innovative work behavior (IWB) is widely claimed to be crucial for effective functioning and long term survival of organizations (West & Farr, 1989). According to Scott and Bruce (1994), IWB consists of a set of three different behavioral tasks: idea generation, idea promotion, and idea generalization. Individual innovation is initiated with an idea that contains novel and useful ideas in any domain. Further, the process consists of promoting the idea to potential partners. The final task deals with idea realization by producing a prototype or a model of the innovation that can be experienced and ultimately applied within a work role, a group or the total organization (Janssen, 2000). In this regard, this study aims to explore the effect of sharing knowledge, internal locus of control and self-efficacy on innovative work behavior. Knowledge sharing (KS) is an element that stimulates an organization to create knowledge and convert it into greater strength (Liebowitz, 2001). KS is a fundamental mechanism for making such collaborative flows effective, allowing innovators to acquire new information and stimuli for exploring external ideas and exploiting internal knowledge. Past research has investigated impacts of KS on innovative work behavior (Radaelli et al., 2014).