Innovative Work Behavior in Local Government

Abstract.. Innovation is a popular answer to many problems faced by local governments. Research has shown that most innovations in the public sector emanate from frontline-workers (Fuglsang & Pedersen, 2011). But we still... [ view full abstract ]

Abstract.. Innovation is a popular answer to many problems faced by local governments. Research has shown that most innovations in the public sector emanate from frontline-workers (Fuglsang & Pedersen, 2011). But we still lack knowledge about which environmental characteristics provide the best conditions for innovative work behavior among front-line workers. Many studies ascertain that engaging with risk is vital to successful innovation. Furthermore, much of the literature states that autonomy and trust are important antecedents of innovative work behavior. Even though these factors appear in the innovation literature, we lack an understanding of how they relate to each other in a work environment that supports innovative work behavior. We argue in this paper that a risk engaging
culture affect innovative work behavior directly, but more important indirectly mediated through the level of autonomy among the frontline workers. We furthermore argue, that trust to the immediate manager affect this relationship by moderating how autonomy affect innovative work behavior. We test our propositions using a structural equation model in a sample of employees (n=1293) and their managers (n=113) in The Childcare and Youth Department a large Danish municipality. The analyses demonstrate that the relationship between a risk engaging culture and innovative work behavior is fully mediated by the degree of autonomy among the frontline workers. Furthermore, the linkage between autonomy and innovative work behavior is moderated by the degree of trust in the
management. We conclude by discussing the theoretical and practical implications of the complex interplay between these vital factors.