Search results

This paper explores the relationship between managers’ decision-making style (DMS) and innovative work behavior (IWB). Our study addresses a notable gap in existing research, as the relationship between DMS and IWB has been unexplored.

We rely on data from a sample of managers from diverse companies in Kosovo to test our hypotheses. We use structural equation modeling for data analysis, and as a complementary test, we perform a necessary condition analysis.

Managers who adopt rational and intuitive decision-making styles tend to demonstrate higher IWB, whereas those who favor dependent, avoiding or spontaneous decision-making styles behave less innovatively. Rational style is a necessary but not sufficient condition for IWB of managers.

The innovative work behavior of managers is significantly influenced by their decision-making style. Based on this relationship, our research can contribute to decision-making training, personnel selection and development, career planning and organizational innovation initiatives.

Our study is the first to investigate the relationship between decision-making styles and innovative work behavior with a sample of managers. Furthermore, it is the first study to investigate the stylistic determinants of the innovative work behavior of managers in a non-Western context.

The manager is to innovation what innovation is to organizations. Driven by this axiom, researchers and practitioners have turned their attention to the drivers of innovative work behavior of managers. In this study, we investigate whether organizational-based job attitudes (workplace belongingness and management support) are related to the innovative work behavior of managers directly or through the underlying mechanism of intrapreneurial intention.

Data were gathered from 201 managers working in various industries in Kosovo. Using structural equation modeling, we tested how management support (MS) and workplace belongingness (WB) are related to innovative work behavior (IWB) as a direct relationship and mediated by intrapreneurial intentions (INI).

The study's findings reveal that the relationship between workplace belongingness and innovative work behavior is positive and significant. The relationship between management support and innovative work behavior is insignificant, but intrapreneurial intention fully mediates this relationship. The strongest relationship attested is between intrapreneurial intention and innovative work behavior, supporting the attitude-intention-behavior nexus.

Our study is limited to a single-country, cross-sectional study, which hinders generalization and is susceptible to reverse causation.

Our study sheds light on the attitude-intention-behavior chain and provides insights for fostering innovative work behavior among managers. This is the first study to test the influence of management support and workplace belongingness as attitudes on innovative work behavior of managers from the lens of place attachment theory and perceived organizational support theory.

This study aims to investigate the drivers of the internationalization scope of born global from the digital and software solution sector in an emerging economy context, which presents an unexplored avenue of research. This study endeavors to understand the individual and market-level drivers of internationalization scope. Relying on the effectuation and causation framework and reactive/proactive driver typology, this paper sheds light on the individual decision-maker’s makeup and market conditions that influence the changes between strategies in the internationalization process.

A qualitative multiple case study approach is used to explore drivers of the internationalization scope of born globals. Seven born globals from the digital and software solution sectors were depicted, and interviews with their founders were conducted.

Study findings support the utilization of effectuation theory in explaining the scope of internationalization of born globals. Furthermore, the findings attest that the two decision-making logics are interchangeable. On the market level, several context-specific factors have stirred the diversity of markets pursued by born globals. The findings evince that the founders of the born globals perceive the domestic market as small and underdeveloped; therefore, they seek more developed, easily accessible, distant markets.

The study contributes to a better understanding of the internationalization of born globals in an emerging economy context. We find that born globals change their strategies iteratively with the stage of internationalization.