The context matters. The role of organisational culture in fostering innovative work behaviours

This article seeks to enhance our comprehension of the Innovative Work Behaviours (IWBs) dynamics by constructing a theoretical model grounded in the Interactionist Approach to Organisational Creativity. Our investigation delves into the relationship between job satisfaction and IWBs within service-based organisations, probing the impacts of organisational culture, collectivism, and individualism. The empirical moderation analysis involves 222 individuals from fifteen small and medium Italian service organisations. The results indicate that heightened job satisfaction increases the likelihood of engaging in IWBs. Moreover, organisational individualism emerges as a direct influence on IWBs. Contrary to the conventional assumption, the findings did not support the shared assumption that characteristics associated with collectivism always inhibit innovation. Furthermore, our study reveals that the positive correlation between job satisfaction and IWBs exhibits variability contingent upon the specific types and levels of organisational culture. The moderation role of organisational culture, with its emphasis on either collectivist or individualist values, refines and nuances the primary relationship. This research emphasises that the impact of cultural values and job satisfaction on IWBs is not uniform but contingent on their interplay. This understanding allows service-based organisations to devise tailored strategies, cultivating an innovation-friendly culture that accommodates diverse orientations and stimulates employees’ IWBs. This nuanced comprehension of the dynamics involved can guide organisations in fostering an environment that nurtures individual innovation and capitalises on the diverse strengths of their employees.