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Innovative Attitudes, Values, And Intentions In Organizations [1]

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  • John E. Ettlie
  • Robert D. O'Keefe

Abstract

In this paper we explore the relationships between some of the various concepts and scales that have been used to characterize innovative attitudes and behaviours. A sample (N = 123) of undergraduate and graduate business students with full‐time jobs or the equivalent provided questionnaire data to test two initial hypotheses. It was found that four attitude‐value scales which have been used to measure change values, innovation orientation, readiness for change, and innovativenesss, are intercorrelated significantly when no distinction is made between the respondents’intentions to be innovative and respondents’actual innovative behaviour. Innovative and change attitudes, as measured by these same four scales, do consistently predict multiple innovative intentions and behaviours but not, as expected, single behaviours or single intentions. The single best predictor in a multiple regression of the combined multiple innovative intention‐behaviour measure was found to be a creative scale (R2= 0.43, p

Suggested Citation

  • John E. Ettlie & Robert D. O'Keefe, 1982. "Innovative Attitudes, Values, And Intentions In Organizations [1]," Journal of Management Studies, Wiley Blackwell, vol. 19(2), pages 163-182, April.
    • Handle: RePEc:bla:jomstd:v:19:y:1982:i:2:p:163-182
    DOI: 10.1111/j.1467-6486.1982.tb00066.x
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    1. Sung-Hoon Ko & Yongjun Choi & Jongsung Kim & Hyun Chul Kang, 2023. "Employees’ Perceptions of Corporate Social Responsibility and Their Extra-Role Behaviors: A Psychological Mechanism," Sustainability, MDPI, vol. 15(18), pages 1-16, September.

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