Developing Innovative Work Behavior in Retail E-Commerce Workers: Investigating the Effects of High-Performance Work Systems and Other Mediating Variables

Muhammad Farras Said; Niken Ardiyanti

doi:10.12695/ajtm.2024.17.2.1

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Abstract

Abstract. The e-commerce industry is considered a key driver of the digital economy in Indonesia. Therefore, the progress and sustainability of companies in the e-commerce industry, particularly in e-commerce retail, are of great importance. Fostering innovative behavior among employees in e-commerce retail companies is crucial. Hence, this research investigates the influence of high-performance work systems (HPWS) on innovative work behavior (IWB) in employees, and how psychological capital (PsyCap) and work engagement mediate this relationship. This study utilizes covariance-based structural equation modeling (CB-SEM) to analyze direct and mediating effects on IWB. The research findings indicate that there is a simultaneous (t-value = 4.4) and separate mediating influence of PsyCap (t-value = 5.87) and Work Engagement (t-value = 3.67) on the relationship between HPWS and IWB. The direct impact of HPWS on IWB is also significant (t-value = 1.70). This study provides practical insights for management to cultivate innovative behavior among employees through recommended HPWS practices, and how individual factors may explain the effect of HPWS in cultivating IWB. Additionally, it offers an overview of the flow of influence from HPWS to IWB, which can provide further research opportunities in the IWB development field.

Keywords: HPWS, IWB, PsyCap, Work Engagement, e-commerce

Keywords

HPWS psychological capital Innovative work behavior Work Engagement e-commerce

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This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License. Copyright @2017. This is an open-access article distributed under the terms of the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License (http://creativecommons.org/licenses/by-nc-sa/4.0/) which permits unrestricted non-commercial used, distribution and reproduction in any medium

How to Cite

Said, M. F., & Ardiyanti, N. (2025). Developing Innovative Work Behavior in Retail E-Commerce Workers: Investigating the Effects of High-Performance Work Systems and Other Mediating Variables. The Asian Journal of Technology Management (AJTM), 17(2), 73–92. https://doi.org/10.12695/ajtm.2024.17.2.1 (Original work published September 27, 2024)

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References

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References

Aboramadan, M. (2022). High-performance work systems in an Arab Middle Eastern context: Analysis from multisource data. Evidence-Based HRM, 10(4), 403–422. https://doi.org/10.1108/EBHRM-04-2021-0070

Ahmed, F., Hassan, A., Ayub, M. U., & Klimoski, R. (2018). High commitment work system and innovative work behavior: The mediating role of knowledge sharing. Pakistan Journal of Commerce and Social Science, 12(1), 29–51.

Al-Ali, A. S. M. A., Sisodia, G. S., Gupta, B., & Venugopalan, M. (2022). Change management and innovation practices during pandemic in the Middle East e-commerce industry. Sustainability (Switzerland), 14(8), 4566. https://doi.org/10.3390/su14084566

AlEssa, H. S., & Durugbo, C. M. (2022). Systematic review of innovative work behavior concepts and contributions. Management Review Quarterly, 72(4), 1171–1208. https://doi.org/10.1007/s11301-021-00224-x

Avey, J. B., Wernsing, T. S., & Luthans, F. (2008). Can positive employees help positive organizational change?: Impact of psychological capital and emotions on relevant attitudes and behaviors. Journal of Applied Behavioral Science, 44(1), 48–70. https://doi.org/10.1177/0021886307311470

Bakker, A. B., & Demerouti, E. (2017). Job demands-resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273–285. https://doi.org/10.1037/ocp0000056

Bhattacharjee, A., & Sarkar, A. (2023). High-performance work systems and employees’ innovative work behaviour: An empirical investigation based on job demands-resources (JD-R) theory. Global Business Review, 1–21. https://doi.org/10.1177/09721509221145414

Blasco-Giner, C., Battistelli, A., Meneghel, I., & Salanova, M. (2023). Psychological capital, autonomous motivation and innovative behavior: A study aimed at employees in social networks. Psychological Reports, 1–29. https://doi.org/10.1177/00332941231183614

Bos-Nehles, A., Renkema, M., & Janssen, M. (2017). HRM and innovative work behaviour: A systematic literature review. Personnel Review, 46(7), 1228–1253. https://doi.org/10.1108/PR-09-2016-0257

Caldwell, C. (2014). High performance work systems: Building commitment to increase profitability. Graziadio Business Report, 17(3), 1–8.

Coyle-Shapiro, J. A. M., & Morrow, P. C. (2003). The role of individual differences in employee adoption of TQM orientation. Journal of Vocational Behavior, 62(2), 320–340. https://doi.org/10.1016/S0001-8791(02)00041-6

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De Jong, J., & Den Hartog, D. (2010). Measuring innovative work behaviour. Creativity and Innovation Management, 19(1), 23–36. https://doi.org/10.1111/j.1467-8691.2010.00547.x

Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. The Academy of Management Journal, 39(4), 802–835. https://about.jstor.org/terms

Demerouti, E., Nachreiner, F., Bakker, A. B., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512. https://doi.org/10.1037/0021-9010.86.3.499

Farrukh, M., Ansari, N. Y., Raza, A., Meng, F., & Wang, H. (2022). High-performance work practices do much, but H.E.R.O does more: An empirical investigation of employees’ innovative behavior from the hospitality industry. European Journal of Innovation Management, 25(3), 791–812. https://doi.org/10.1108/EJIM-11-2020-0448

Febransyah, A., & Camelia Goni, J. I. (2022). Measuring the supply chain competitiveness of e-commerce industry in Indonesia. Competitiveness Review, 32(2), 250–275. https://doi.org/10.1108/CR-05-2020-0059

Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.

Fu, N., Flood, P. C., Bosak, J., Morris, T., & O’Regan, P. (2015). How do high performance work systems influence organizational innovation in professional service firms? Employee Relations, 37(2), 209–231. https://doi.org/10.1108/ER-10-2013-0155

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Google, Temasek, & Bain & Company. (2023). E-conomy SEA 2023. https://services.google.com/fh/files/misc/indonesia_e_conomy_sea_2023_report.pdf

Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2019). Multivariate data analysis (8th ed.). Cengage Learning. www.cengage.com/highered

Hayes, B. E. (1994). How to measure empowerment. Quality Progress, 27(2), 41–46.

Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), 513–524. https://doi.org/https://doi.org/10.1037/0003-066X.44.3.513

Hobfoll, S. E. (2002). Social and psychological resources and adaptation. Review of General Psychology, 6(4), 307–324. https://doi.org/10.1037/1089-2680.6.4.307

Jan, G., Zainal, S. R. M., & Lee, M. C. C. (2021). HRM practices and innovative work behavior within the hotel industry in Pakistan: Harmonious passion as a mediator. Journal of Human Resources in Hospitality and Tourism, 20(4), 512–541. https://doi.org/10.1080/15332845.2021.1959803

Janssen, O. (2000). Job demands, perceptions of effort-reward fairness and innovative work behaviour. Journal of Occupational and Organizational Psychology, 73, 287–302.

Jebali, D., & Meschitti, V. (2021). HRM as a catalyst for innovation in start‐ups. Employee Relations, 43(2), 555–570. https://doi.org/10.1108/ER-03-2020-0140

Karadas, G., & Karatepe, O. M. (2019). Unraveling the black box: The linkage between high-performance work systems and employee outcomes. Employee Relations, 41(1), 67–83. https://doi.org/10.1108/ER-04-2017-0084

Karatepe, O. M., & Avci, T. (2017). The effects of psychological capital and work engagement on nurses’ lateness attitude and turnover intentions. Journal of Management Development, 36(8), 1029–1039. https://doi.org/10.1108/JMD-07-2016-0141

Karatepe, O. M., & Karadas, G. (2015). Do psychological capital and work engagement foster frontline employees’ satisfaction?: A study in the hotel industry. International Journal of Contemporary Hospitality Management, 27(6), 1254–1278. https://doi.org/10.1108/IJCHM-01-2014-0028

Khattak, A. (2022). Hegemony of digital platforms, innovation culture, and e-commerce marketing capabilities: The innovation performance perspective. Sustainability (Switzerland), 14(1), 1–13. https://doi.org/10.3390/su14010463

Kleysen, R. F., & Street, C. T. (2001). Toward a multi-dimensional measure of individual innovative behavior. Journal of Intellectual Capital, 2(3), 284–296.

Kosaka, D., & Sato, H. (2020). Employee engagement and work engagement. Annals of Business Administrative Science, 19(6), 227–239. https://doi.org/10.7880/abas.0200911a

Kumar, D., Upadhyay, Y., Yadav, R., & Goyal, A. K. (2022). Psychological capital and innovative work behaviour: The role of mastery orientation and creative self-efficacy. International Journal of Hospitality Management, 102, 1–10. https://doi.org/10.1016/j.ijhm.2022.103157

Levine, D. M., Stephan, D. F., & Szabat, K. A. (2017). Statistics for managers using microsoft excel (8th ed.). Pearson Education Limited. www.mystatlab.com

Limanseto, H. L. (2022, April 1). Digital economy acceleration in e-commerce and online travel becomes one of the effective strategies to encourage national economic performance. https://ekon.go.id/publikasi/detail/4092/digital-economy-acceleration-in-e-commerce-and-online-travel-becomes-one-of-the-effective-strategies-to-encourage-national-economic-performance

Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel Psychology, 60, 541–572.

Luthans, F., Luthans, K. W., & Luthans, B. C. (2004). Positive psychological capital: Beyond human and social capital. Business Horizons, 47(1), 45–50.

Luthans, F., & Youssef, C. M. (2004). Human, social, and now positive psychological capital management: Investing in people for competitive advantage. Organizational Dynamics, 33(2), 143–160. https://doi.org/10.1016/j.orgdyn.2004.01.003

Luthans, F., Youssef, C. M., & Avolio, B. J. (2007). Psychological capital: developing the human competitive edge (1st ed.). Oxford University Press.

Luthans, F., & Youssef-Morgan, C. M. (2017). Psychological capital: An evidence-based positive approach. Annual Review of Organizational Psychology and Organizational Behavior, 4, 339–366. https://doi.org/https://doi.org/10.1146/annurev-orgpsych- 032516-113324

Newman, A., Ucbasaran, D., Zhu, F., & Hirst, G. (2014). Psychological capital: A review and synthesis. Journal of Organizational Behavior, 35(S1), 120–138. https://doi.org/10.2307/26610877

Noopur, N., & Dhar, R. L. (2020). Knowledge-based HRM practices as an antecedent to service innovative behavior: A multilevel study. Benchmarking, 27(1), 41–58. https://doi.org/10.1108/BIJ-10-2018-0329

Obeidat, S. M., Mitchell, R., & Bray, M. (2016). The link between high performance work practices and organizational performance: Empirically validating the conceptualization of HPWP according to the AMO model. Employee Relations, 38(4), 578–595. https://doi.org/10.1108/ER-08-2015-0163

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Developing Innovative Work Behavior in Retail E-Commerce Workers: Investigating the Effects of High-Performance Work Systems and Other Mediating Variables

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