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Influence of Implicit Followership Cognitive Differences on Innovation Behavior: An Empirical Analysis in China

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  • Wei Liang

    (College of Humanities, Shandong Agriculture and Engineering University, Shandong, Jinan 250100, China
    School of Business Administration, Wonkwang University, No. 460, Iksandae-ro, Iksan, Jeonbuk 54538, Korea)

  • Tingyi Li

    (School of Business Administration, Wonkwang University, No. 460, Iksandae-ro, Iksan, Jeonbuk 54538, Korea)

  • Li Lu

    (Foreign Trade and Business College of Chongqing Normal University, No.9, Xuefu Road, Hechuan District, Chongqing 401520, China)

  • Jaehyoung Kim

    (School of Business Administration, Wonkwang University, No. 460, Iksandae-ro, Iksan, Jeonbuk 54538, Korea)

  • Sanggyun Na

    (School of Business Administration, Wonkwang University, No. 460, Iksandae-ro, Iksan, Jeonbuk 54538, Korea)

Abstract

The innovation behavior (IB) of followers is vital for individuals and organizations. It is not only an important part of individual performance but also an essential foundation of organizational innovation. In general, understanding the formation mechanism of followers’ IB could enhance organizational innovation performance and sustainable competitiveness. The innovation of this study includes the following points. First, in the previous research on the antecedent variables of the IB of followers, the key factor of implicit follow cognitive difference (IFCD) was not examined. We add this key factor to the independent variables of our formation mechanism. Second, in the relationship between IFCD and followers’ IB, we investigate the mediating role of psychological empowerment (PE) and the moderating role of person-organization Fit (P-O Fit), further shown as a mediation model with moderating variables. Third, this study adopts a longitudinal research design, and the data were obtained from 1:1 matched leaders and their followers of large and medium-sized enterprises in China. To avoid deviation in the homologous method, this study gathers data at three-month intervals to ensure that leadership’s influence on followers is effective. In this study, Amos 24.0 and SPSS 24.0 are used for empirical research. The results show IFCD has a negative effect on the IB of followers; PE has a partial mediating effect on the relationship between IFCD and IB of followers; P-O Fit plays a positive regulatory role in the relationship between IFCD and PE, and P-O Fit moderates the mediating effect of PE on the relationship between IFCD and IB. Based on our empirical research, we put forward some feasible suggestions for company managers to increase sustainability in market competition by promoting the formation of the IB of followers.

Suggested Citation

  • Wei Liang & Tingyi Li & Li Lu & Jaehyoung Kim & Sanggyun Na, 2020. "Influence of Implicit Followership Cognitive Differences on Innovation Behavior: An Empirical Analysis in China," Sustainability, MDPI, vol. 12(12), pages 1-15, June.
    • Handle: RePEc:gam:jsusta:v:12:y:2020:i:12:p:4940-:d:372679
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    References listed on IDEAS

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    4. Sy, Thomas, 2010. "What do you think of followers? Examining the content, structure, and consequences of implicit followership theories," Organizational Behavior and Human Decision Processes, Elsevier, vol. 113(2), pages 73-84, November.
    5. Annamaria Di Fabio & José María Peiró, 2018. "Human Capital Sustainability Leadership to Promote Sustainable Development and Healthy Organizations: A New Scale," Sustainability, MDPI, vol. 10(7), pages 1-11, July.
    6. Ming-Chuan Yu & Qiang Mai & Sang-Bing Tsai & Yi Dai, 2018. "An Empirical Study on the Organizational Trust, Employee-Organization Relationship and Innovative Behavior from the Integrated Perspective of Social Exchange and Organizational Sustainability," Sustainability, MDPI, vol. 10(3), pages 1-14, March.
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