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How innovation can alleviate negative consequences of demanding work contexts: The influence of climate for innovation on organizational outcomes
Author(s) -
King Eden B.,
Chermont Kelly,
West Michael,
Dawson Jeremy F.,
Hebl Michelle R.
Publication year - 2007
Publication title -
journal of occupational and organizational psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.257
H-Index - 114
eISSN - 2044-8325
pISSN - 0963-1798
DOI - 10.1348/096317906x171145
Subject(s) - organisation climate , psychology , work (physics) , coping (psychology) , organizational commitment , social psychology , knowledge management , computer science , mechanical engineering , psychiatry , engineering
This study examines climate for innovation as a method by which negative organizational consequences of demanding work may be lessened. It was expected that a climate for innovation would enable employees to develop coping mechanisms or improved work‐related processes which counteract negative consequences of work demands. Extending the job demands‐resource model (Karasek, 1979), we predicted and found that among the sample of 22,696 respondents from 131 healthcare organizations, organizational climate for innovation alleviated the negative effects of work demands on organizational performance. Thus, this study informs climate theories and guides practitioners' efforts to support the employees.