Twenty-fourth International Conference on Knowledge, Culture, and Change in Organizations

Abstract

While the influence of Human Resource Management (HRM) practices, particularly training and development, on employees’ innovative work behavior (IWB) is well-established, the specific individual factors mediating this relationship remain under-investigated. This paper explores the current understanding of how individual forces promote the impact of training effectiveness on IWB and proposes avenues for future research. A literature review across diverse fields, including innovation management, creative behavoir, human resource management, psychology, and vocational learning, informs the analysis. Based on this review, three individual forces emerge as critical: intrinsic motivation, creative self-efficacy, and personality traits. A conceptual model incorporating intrinsic motivation and creative self-efficacy forces as mediators and personality traits as a moderator in the training-IWB relationship is presented. Building upon this model, the paper proposes future research directions focused on empirically testing the moderating and mediating roles of these individual forces in predicting IWB. The research aims to enhance our understanding of the psychological drivers underlying high-level individual innovative behavior, ultimately informing HRM practices to maximize training effectiveness for fostering IWB within organizations.