דר' יוסף הלר
In today's unstable world economies, innovation is a crucial prerequisite impacting firm's survival and competitive ability. In order to improve performance and make more profit, firms set innovativeness as a strategic target and invest considerable resources in it.
This research focuses on the following stages: 1. the relationship between employee creativity and its implementation - innovativeness; 2. Factors that influence innovativeness; and 3. Implications of innovativeness on employees` performance and intention to quit. It is suggested that knowledge sharing (KS) mediates the relationship between creativity and innovativeness. Factors which can affect KS relate to the following three levels: 1. Employee level - work engagement; 2. Group level - cohesion, trust, heterogeneity, team longevity; 3. Organization level – Organizational Support. Organizational ambidexterity (Exploration-Exploitation) will be examined as the organizational strategy. Innovativeness` contribution is valued in terms of organizational outcomes (employees` performance, intention to quit).
Study sample will include about fifty work teams, containing about 350 knowledge workers in a high-tech corporation. Instruments will include existing and valid questionnaires. Employees` performance and ambidexterity measurement will use questionnaires given to the respondent's supervisor. Data analysis will employ SPSS and Amos to examine mediation and moderation hypothesis, as well as HLM to examine employee and group levels simultaneously.
The discussion will focus on the study results, limitations and suggestions for future research. Theoretical and practical contributions and implications for manager
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