Innovative work behavior among academic staff in public universities in Uganda

Abstract

Higher education in underdeveloped countries like Uganda has changed over the past 20 years, and innovation is crucial to addressing these changes. Based on the combined theoretical perspective of: Social exchange theory, Denison’s organizational cultural model and Spritzer’s empowerment model, the present study examines the relationship between perceived organizational support (POS), servant leadership (SL), organizational culture (OC), and innovative work behavior (IWB) among academic staff in Uganda’s public universities. Specifically, this study focused on examining the relationships between: i) POS and IWB ii) SL and IWB iii) OC and IWB iv) POS and psychological empowerment (PE) v) SL and PE vi) the mediating effect of PE on the relationship between POS and IWB vii) the mediating role of psychological empowerment on the relationship between SL and IWB. To achieve the study’s objectives, a cross-sectional and mixed-method study approach- which combines quantitative and qualitative methods was adopted using a sample of academic staff from Uganda’s public universities. Based on 308 valid observations, the quantitative data analysis included structural equation modeling, zero order correlations, and descriptive statistics using SPSS 19 and AMOS V.21TM. For mediation analysis, the bootstrap approach using AMOS was used. The qualitative data was collected from 10 universities; the point of saturation was reached after 28 senior managers and analysed using the Gioia methodology with the aid verbatim quotes to account for the emerging themes. The findings of direct effects confirmed a positive relationship between POS, SL, OC and IWB. The findings also established that the relationship between POS, SL and IWB is positively and partially mediated by PE. This study concludes that the alternative path to improvements in IWB integrates individual (perceived organizational support, servant leadership, and psychological empowerment) and organizational perspectives (organizational culture), especially in public university setting. The results provide support to the theoretical grounding of this research. Based on the study’s findings, policymakers- that is, the NCHE, the Ministry of Education, and Sports, as well as other relevant government agencies, ought to prioritize development of IWB. To accomplish this, governments and organizations can foster a psychologically enabling environment, promote collaboration and information exchange, provide employees with development and growth opportunities, and reward and acknowledge creative thinking. Innovation can also be further stimulated by encouraging open communication, accepting different viewpoints, and questioning assumptions. From the theoretical viewpoint, this study emphasizes the role of the individual level factors in IWB studies, and the mediating influence of PE in explaining the relationship between POS and SL with IWB. This study is not without limitations. First, it was based on cross-sectional research design. Since cross-sectional studies are inherently prone to common methods bias, a longitudinal approach in the replication of the study is advised to explore the development of IWB construct over time. Also, this study solely considered POS, SL, OC and PE as factors explaining IWB. We suggest that other factors and dimensions should be the focus of future studies. Keywords: Perceived Organizational Support, Servant Leadership, Organizational Culture, Psychological Empowerment, Innovative work Behavior