W5: Jiang et al. (2023)

Question 1

Paper’s purpose

Answer 1

Investigates the relationship between flexible work arrangements (FWA) and innovation behaviours among knowledge employees, utilising self-determination theory as a foundation. It introduces a moderated mediation model to assess how FWA impacts employee innovation, with thriving at work acting as a mediator and HRM policies that offer opportunities serving as a moderator

Question 2

Flexible work arrangements (FWA)

Answer 2

Increasingly used as a strategic tool to enhance operational efficiency and employee well-being in the contemporary business landscape, which is characterised by its dynamic and competitive nature. It encompasses flexibility in the timing and location of work and has been recognised for its potential to improve work-life balance and job satisfaction among employees. It refers to the adaptability in when and where work is performed, offering employees greater autonomy over their work schedules and locations

Question 3

Self-determination theory

Answer 3

Posits that autonomy and competence are essential for intrinsic motivation. Grounded in this theory, this study seeks to uncover how FWA might catalyse innovation behaviour in the workforce. The premise is that by providing employees with greater control over their work environment, FWAs could enhance their intrinsic motivation, thereby stimulating innovative thinking and activities

Question 4

Thriving at work

Answer 4

A condition of dynamic and positive psychological engagement. Posited as a mediating factor through which FWA influences innovation behaviour. It has two dimensions: learning and vitality. By promoting a thriving work envirronment, FWA is indirectly stimulating innovation behaviour through enhanced learning and vitality among employees

Question 5

Learning

Answer 5

The acquisition of new knowledge and skills

Question 6

Vitality

Answer 6

The energetic engagement in work activities

Question 7

HRM-opportunity

Answer 7

Refers to organisational practices that create conditions for effective teamwork, knowledge exchange, and collaborative innovation. The findings suggest that the presence of HRM-opportunity policies strengthens the positive effect of thriving at work on innovation behaviour. In essence, when organisations implement HRM policies that encourage opportunity and collaboration, the impact of thriving at work on innovation is amplified, thereby enhancing the overall innovative output of knowledge employees