Organizational structure and employees’ innovative behavior: The mediating role of empowerment

Jaehoon Rhee1, Seo Dae Seog2, Faridun Bozorov3, Alisher Tohirovich Dedahanov3
1Entrepreneurship Center and School of Business, Yeungnam University, Republic of Korea
2Entrepreneurship Center and Department of Accounting and Taxation, Yeungnam University, Republic of Korea
3School of Business, Yeungnam University, Republic of Korea
Cite this article:  Rhee, J., Dae Seog, S., Bozorov, F., & Dedahanov, A. T. (2017). Organizational structure and employees’ innovative behavior: The mediating role of empowerment. Social Behavior and Personality: An international journal, 45(9), 1523-1536.

Volume 45 Issue 9 | e6433 | Published: October 2017 | DOI: https://doi.org/10.2224/sbp.6433

Abstract
Full Text
References
Tables and Figures
Acknowledgements
Author Contact

We examined the mediating role of empowerment in the associations among centralization, formalization, and employee innovative behavior in organizations. Respondents were 750 highly skilled full-time employees of manufacturing organizations in the Republic of Korea who completed a self-administered survey. Structural equation modeling was used to evaluate the hypotheses of our study. The findings demonstrated that centralization and formalization were negatively related with empowerment. Empowerment was positively associated with employee innovative behavior, and played a mediating role among centralization, formalization, and innovative behavior. We recommend that managers of organizations establish self-managed teams that are able to make decisions autonomously, and that managers use a less formalized organizational structure to enhance employee empowerment.

Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.