Academic journal article Academy of Strategic Management Journal

Factors of Innovative Behavior in Malaysia

Academic journal article Academy of Strategic Management Journal

Factors of Innovative Behavior in Malaysia

Article excerpt

INTRODUCTION

In today's digital era, innovation has become a new platform for individuals and organizations to be more creative and competitive (Saji & Nair, 2018). Innovation is even considered as a fascinating concept (Pollitt & Hupe, 2011). In the public sector, innovation is used to frame the necessary transformation to improve government effectiveness, efficiency and legitimacy (Bekkers et al., 2011). Innovation is essential for stimulating service delivery, process development, regulation and policy implementation, which is fundamental for aligning with dynamic challenges of the global environment (Hughes et al., 2011). But, government servants are always faced with many complex resistance and barriers to becoming innovative (De Vries et al., 2016). Unwillingness to make changes is another hindrance (Albury & Mulgan, 2003). Besides, in some government agencies, innovation is hampered in some way. Therefore, it is a challenge to push the public-sector servants to make breakthroughs in creating innovation (Usman & Mat, 2017). In Malaysia, innovation in the public sector is one of the national agendas. To achieve its objective, the government has circulated its implementation to meet the concept of Fast, Accurate, Integrity - Productivity, Creativity and Innovation (CTI-PCI) as well as supporting the National Blue Ocean Strategy (NBOS) and Value Innovation Principle (Value Innovation). As government servants are the engine of the national transformation and drivers of public sector innovation, yet there are issues about innovation in the sector, the study aims to examine how innovation behaviour could be encouraged. In addition, past studies have examined the role of transformational leadership (Schuckert et al., 2018; Ngibe & Lekhanya, 2019) and also knowledge sharing (Choi et al., 2016). However, understanding how they are associated in the public sector requires more attempts. Thus, the study aims to examine knowledge sharing, transformational leadership and intrinsic motivation in driving innovative behaviour among government servants in Malaysia.

REVIEW OF LITERATURE

The government of Malaysia is very active in promoting public sector innovation with the Malaysia Administrative and Modernization and Management Planning Unit (MAMPU) as the medium to guide and aid ministries and agencies to be more creative and innovative (Ramli et al., 2017). Similarly, innovation is crucial for the national transformation agenda (Akoum, 2016). Innovative behavior can be defined as the intentional generation, promotion, and realization of new ideas within a work role, workgroup, or organization (Janssen & Van Yperen, 2004). Nowadays, it has become one of the methods to measure employee's performance, usually in developing countries. Innovative behavior is related to proactive acts such as taking charge, voice and problem prevention (Parker & Collins, 2010) and it could be sparked by idea generation, idea-finding, idea communication, start-up activities. Leaders can foster the behavior and public managers have the ability to lead to increased innovative behavior in a governmental setting (Zandberg & Morales, 2017). Based on past studies and theory of leadership (Choi et al., 2016; Schuckert et al., 2018), three factors have been identified to predict innovative behaviour among government servants in Malaysia, which are knowledge sharing, transformational leadership and intrinsic motivation. Knowledge sharing happens when employees tend to share any relevant information, ideas, recommendations, and expertise among themselves (Bartol & Srivastave, 2002) while at the same time involves some conscious and unconscious actions on the individual who possesses to share a knowledge (Ipe, 2003). Knowledge sharing creates significant effects on employees' innovative behavior. Employees who share their knowledge are more likely to engage in the innovative behavior (Jaberi, 2016). Therefore, the following hypothesis is offered:

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