Eeffects of challenge and hindrance stressors on employee innovative behavior empirical evidence from vietnam

VIETNAM NATIONAL UNIVERSITY, HANOI VIETNAM JAPAN UNIVERSITY DO HAI YEN EFFECTS OF CHALLENGE AND HINDRANCE STRESSORS ON EMPLOYEE INNOVATIVE BEHAVIOR: EMPIRICAL EVIDENCE FROM VIETNAM MASTER'S THESIS VIETNAM NATIONAL UNIVERSITY, HANOI VIETNAM JAPAN UNIVERSITY DO HAI YEN EFFECTS OF CHALLENGE AND HINDRANCE STRESSORS ON EMPLOYEE INNOVATIVE BEHAVIOR: EMPIRICAL EVIDENCE FROM VIETNAM MAJOR: MASTER OF BUSINESS ADMINISTRATION CODE: 8340101.01 RESEARCH SUPERVISORS: ASSOC PROF KODO YOKOZAWA DR TRAN THI BICH HANH Hanoi, 2021 TABLE OF CONTENT LIST OF TABLES i LIST OF FIGURES ii LIST OF ABBREVIATIONS iii CHAPTER 1: INTRODUCTION 1.1 Background of research 1.2 Research objective 1.3 Research questions 1.4 Research scope 1.5 Structure of the study CHAPTER 2: LITERATURE REVIEW 2.1 Employee innovative behavior 2.2 Challenge stressors and hindrance stressors 2.3 The related frameworks of previous research 10 2.4 Affective commitment 12 2.5 Job autonomy 13 2.6 Research gap 14 CHAPTER 3: HYPOTHESIS DEVELOPMENT AND RESEARCH METHODOLOGY 17 3.1 Hypothesis development 17 3.1.1 The relationship between challenge stressors and creativity - oriented work behavior 17 3.1.2 The relationship between hindrance stressors and creativity – oriented work behavior 17 3.1.3 The relationship between challenge stressors and implementation - oriented work behavior 18 3.1.4 The relationship between hindrance stressors and implementation – oriented work behavior 18 3.1.5 Moderating role of affective commitment 19 3.1.6 Moderating role of job autonomy 20 3.2 Conceptual model 21 3.3 Research methodology 22 3.3.1 Research design 22 3.3.2 Sampling 23 3.3.3 Data collection process 24 3.3.4 Scale measurement 25 3.3.5 Data analysis 28 CHAPTER 4: DATA COLLECTION AND ANALYSIS 31 4.1 Data description 31 4.2 Measurement test 32 4.2.1 Reliability test 32 4.2.2 Validity test with Exploratory Factor Analysis 33 4.2.3 Correlation analysis 40 4.3 Hypothesis testing 41 CHAPTER 5: DICUSSION AND IMPLICATION 46 5.1 Discussion 46 5.2 Implication 48 5.2.1 Theoretical implications 48 5.2.2 Practical implication 49 CONCLUSION 52 REFERENCES 54 APPENDIX 1: QUESTIONAIRES SURVEY 62 APPENDIX 2: DATA DESCRIPTION OF 267 SAMPLES 73 ACKNOWLEGEMENT To complete this master thesis as marking one of my stone in the journey of studying master of business administration as well as developing myself, I want to give my deep gratitude to Assoc Prof Kodo Yokozawa and Dr Tran Thi Bich Hanh, who spent their time on guiding me to complete this thesis in spite of their busyness Without their direction, I could not find the right way to finish the research Furthermore, they always gave me a lot of encouragement when I was conducting the thesis Thank you so much for not being hesitated to give instruction and motivating me as always Besides, there are no words to express my thanks to some PhD students including Mr Nguyen Anh Hao, Ms Phung Thi Xuan Huong, Ms Pham Thi Thoa, who are supervised by Assoc Prof Kodo Yokozawa in Yokohama National University They were always supportive when I met some difficulties Especially, detail comments and valuable suggestions were given to me as always by Mr Nguyen Anh Hao Then, I could avoid mistakes as much as possible and have new ideas during this time to complete my thesis On this occasion, I also want to give my deep thanks to Ms Nguyen Thi Huong as a coordinator in Master of Business and Administration program of Vietnam Japan University She was always willing to give me useful recommendations and support related documents to help me finish this thesis Lastly, from the bottom of my heart, I am so grateful that my parents, friends and colleagues spent their time on giving assistance and encouraging me during the time of doing the research They also helped me complete my survey enthusiastically so that I could complete the thesis Thanks to all of them, my journey in Vietnam Japan University has many colors with worthwhile events that I have to keep in memory Sincerely, ABSTRACT The number of stressors has been increased nowadays, which have impact on many aspects in one organization, such as work performance including innovative behavior among employees This study attempts to examine the effects of job stressors on employees’ innovative behavior and the moderating roles of affective commitment and job autonomy Data are obtained from 267 employees in some organizations in Vietnam Descriptive, variance, correlation and regression analysis are conducted by SPSS 26.0 Results indicate that stressors that employees tend to appraise as challenge has positive effects on both creativity – oriented work behavior and implementation – oriented work behavior, which are as two main oriented – behaviors contributing to innovative behavior Meanwhile, hindrance stressors accompanying with affective commitment would decrease creativity – oriented work behavior, which are different from the previous research that affective commitment would increase creativity Those results would be explained in the discussion part before giving implications for researchers and practitioners, so that they have suitable interfere on stressors to increase positive or decrease negative on innovative behavior Key words: job stressors, challenge stressors, hindrance stressors, innovative behavior, affective commitment, job autonomy, COVID – 19 LIST OF TABLES Table 2.1: The recent studies about the relationship between stressors and work performance 11 Table 3.1: Measurement items 25 Table 4.1: The general information of respondents 31 Table 4.2: Reliability test 33 Table 4.3: Validity test for independent variables 33 Table 4.4: Rotated component matric for challenge and hindrance stressors .34 Table 4.5: Validity test for dependent variables 35 Table 4.6: Rotated component matrix for creativity – oriented work behavior and implementation – oriented work behavior 35 Table 4.7: Validity test for moderators 37 Table 4.8: Rotated component matrix for affective commitment and job autonomy 38 Table 4.9: The content for each item of affective commitment scale 39 Table 4.10: Correlation coefficient analysis 40 Table 4.11: Variance Inflation Factor value 41 Table 4.12: The results of testing hypothesis 42 Appendix 2: Data description of 267 samples 73 i LIST OF FIGURES Figure 2.1: Four stages and two oriented – work behaviors of innovative behavior Figure 3.1: Conceptual model .21 Figure 3.2: Research design by author 23 Figure 4.1: Conceptual model after running EFA 40 ii LIST OF ABBREVIATIONS Abbriviation Meaning GII Global Innovation Index CS Challenge stressors HS Hindrance stressors COWB Creativity – oriented work behavior IOWB Implementation – oriented work behavior iii CHAPTER 1: INTRODUCTION 1.1 Background of research Innovative behavior is the foundation of any high - performance organization in the workplace (Carmeli & Spreitzer, 2009) This is especially apparent in a knowledge based economy where intangible assets come to the forefront (Carmeli & Tishler, 2004) and play an ever more significant role in enhancing organizational competitiveness and “doing more with less” Innovative behavior was described as the intentional creation, introduction, and application of new ideas to meet new challenges in complex environments (Janssen, 2000) It is the crucial factor for an organization to exist and flourish so far in the long term Because innovative behavior is very important, it received many interest from authors to identify the correlation relationships on performance Through years, researchers keep finding and developing them in as much detail and diversified as possible Even, innovation has been developed as the index in the world, which is Global Innovation Index (GII) Cornell University, INSEAD, and the World Intellectual Property Organization (WIPO), a specialized agency of the United Nations, are among the three publishers who collaborate to create this index every year Institutions, human capital and research, infrastructure, credit, investment, linkages; knowledge production, absorption, and diffusion; and creative output are among the criteria used by the GII to assess innovation (Dutta and Lanvin, 2020) Based on that, we can look at and evaluate which the current innovation position of one country is ranking According to the report “Global Innovation Index 2020”, GII of Vietnam ranked the first among the 29 lower middle income group economies, and ranks the 9th among the 17 economies in SouthEast Asia, East Asia, and Oceania In the world, Vietnam ranks 42nd among the 131 economies featured in the GII 2020 The number is quite impressive, however, Vietnam can still improve those ranks, which is based on the sustainable success of each organization Therefore, employee innovative behavior plays an important role in one organization in Vietnam to increase innovation as well as competitiveness in the fierce environment nowadays Therefore, identifying the contextual conditions affecting innovative behavior has received much interest from researchers Literally, stressor is one of those conditions, Yuan, F., & Woodman, R W (2010) Innovative behavior in the workplace: The role of performance and image outcome expectations Academy of Management Journal, 53(2), 323-342 doi:10.5465/amj.2010.49388995 Zhang, W., Jex, S M., Peng, Y., & Wang, D (2016) Exploring the effects of job autonomy on engagement and creativity: The moderating role of performance pressure and learning goal orientation Journal of Business and Psychology,32(3), 235-251 doi:10.1007/s10869-016-9453-x 61 APPENDIX 1: QUESTIONAIRES SURVEY Phần 1: Thư giới thiệu Kính gửi Anh/Chị, Tên em Đỗ Hải Yến, học viên chương trình Thạc sĩ Quản trị Kinh doanh trường Đại học Việt Nhật - Đại học Quốc gia Hà Nội Hiện tại, em thực hoàn thành luận văn Thạc sĩ, cần thu liệu để hỗ trợ cho q trình phân tích nghiên cứu đề tài Vậy nên, mong nhận hỗ trợ từ Anh/Chị để em hoàn thành trình làm luận văn Bảng câu hỏi gồm thơng tin chung 53 câu hỏi đóng, dự kiến cần 10 phút để trả lời Rất mong Anh/Chị bớt chút thời gian trả lời bảng câu hỏi Thông tin liệu thu thập bảo mật không cung cấp cho bên thứ ba khơng có đồng ý Anh/Chị Xin chân thành cảm ơn Anh/Chị dành thời gian hỗ trợ em hoàn thành đề tài Trân trọng Đỗ Hải Yến Email: 19110104@st.vju.ac.vn Section 1: Letter of introduction Dear Sir/Madam, My name is Do Hai Yen, a student of the Master of Business Administration program of Vietnam Japan University - Vietnam National University Currently, I am completing my Master's thesis I need to collect data to support the process of analyzing and researching the topic Therefore, I hope to be able to receive support from you to complete the process of studying at Vietnam Japan University The questionnaire will include general information and 53 closed-ended questions, expected to take 10 minutes to answer We hope you will take some time to answer the 62 questionnaire The information collected will be kept confidential and will not be provided to third parties without your consent Thank you very much for taking the time to help me complete this thesis Best regards Do Hai Yen Email: 19110104@st.vju.ac.vn Phần 2: Câu hỏi khảo sát loại Trong cơng việc, Anh/Chị vui lịng đánh giá mức độ tần suất Anh/Chị gặp phải việc câu hỏi sau, theo mức độ từ đến Mức độ 1: Không Mức độ 2: Hiếm Mức độ 3: Thỉnh thoảng Mức độ 4: Thường xuyên Mức độ 5: Luôn Section 2: Survey questions for first type At work, please rate how often you encounter the events in the following questions, on a scale of to Level 1: Never Level 2: Rarely Level 3: Occasionally Level 4: Regularly Level 5: Always 63 No Questionaires Anh/Chị phải hồn thành nhiều cơng việc (You have to complete a lot of work) Anh/Chị phải đối mặt với thủ tục hành phức tạp (You have to face administrative hassles) Anh/Chị phải đa nhiệm (làm nhiều việc khoảng thời gian định) dự án giao (You have to multitask your assigned projects) Anh/Chị phải tranh cãi với đồng nghiệp có trách nhiệm công việc (You have to dispute with coworkers) Anh/Chị tạo giải pháp cho vấn đề cũ (You generate new solutions to old problems) Anh/Chị loại bỏ trở ngại trình áp dụng ý tưởng vào thực tế (You eliminate obstacles in the process of idea implementation) Anh/Chị đưa ý tưởng liên quan đến việc phân phối nhiệm vụ hoạt động công việc phận (You generate ideas concerning the distribution of tasks and work activities within your department) Anh/Chị chuyển đổi ý tưởng thành ứng dụng thực tế (You get to transform new ideas in a way that they become applicable in practice) Anh/Chị phối hợp với đồng nghiệp để ứng dụng ý tưởng thực tế (You are in collaboration with colleagues, get to 64 No Questionaires transform new ideas in a way that they become applicable in practice) Anh/Chị kêu gọi hỗ trợ từ đồng nghiệp 10 cho ý tưởng giải pháp (You mobilize support from colleagues for your ideas and solutions) Anh/Chị phải làm việc với tốc độ gấp rút để 11 hoàn thành tất nhiệm vụ (You have to work at a rapid pace to complete all of your tasks) Anh/Chị phải đối mặt với yêu cầu không 12 thống từ người giám sát (You have to face conflict requests from your supervisor) Anh/Chị phải cân vài dự án 13 lúc (You have to balance several projects at once) Anh/Chị nhận thấy đồng nghiệp nhận phần 14 thưởng/sự thăng tiến không tương xứng với lực họ (You see that coworkers receive undeserved rewards/promotions) Anh/Chị chủ động suy nghĩ cải tiến công việc đồng nghiệp làm việc 15 trực tiếp với Anh/Chị (You actively think along concerning improvements in the work of direct colleagues) Cấp nhiệt tình với ý tưởng 16 Anh/Chị (You make your supervisor enthusiastic for your ideas) 65 No Questionaires Anh/Chị phải có trách nhiệm cao với kết 17 công việc việc phát sinh trình thực (You have to have a high level of accountability for your work) Anh/Chị đưa ý tưởng dựa việc tối ưu hóa kiến thức kỹ phòng/ban 18 Anh/Chị (You generate ideas on how to optimize knowledge and skills within your department) Anh/Chị đề xuất cách giao tiếp, trao đổi 19 thơng tin nội phịng/ban Anh/Chị (You suggest new ways of communicating within your department) 20 21 Anh/Chị có xung đột với đồng nghiệp (You have to face conflict with peers) Anh/Chị bị áp lực thời gian (You have to face time pressure) Anh/Chị phải đối mặt với nhiệm vụ công 22 việc không rõ ràng (You have to face unclear job tasks) Anh/Chị phải sử dụng nhiều kĩ 23 lực để hồn thành cơng việc (You have to use a broad set of skills and abilities) Anh/Chị chủ động cân nhắc kiến thức 24 kỹ cần phải có phận (You actively engage in the thinking on which 66 No Questionaires knowledge and skills are required within your department) Anh/Chị phải đối mặt với phân chia quyền 25 lực bên công ty (You have to face office politics) Anh/Chị tích cực tham gia thu thập thông tin để 26 xác định sai lệch phận (You actively engage in gathering information to identify deviations within your department) 27 Anh/Chị phải làm việc chăm để hồn thành cơng việc ( You have to work very hard) Anh/Chị đủ nguồn lực để hồn thành 28 nhiệm vụ cách thành công (You have inadequate resources to accomplish tasks) Anh/Chị cố gắng phát trở ngại 29 việc cộng tác phối hợp bên liên quan (You try to detect impediments to collaboration and coordination) Anh/Chị đưa ý tưởng để cải thiện đổi qui trình/dịch vụ mà phận 30 Anh/Chị đảm nhiệm (You generate ideas to improve or renew services your department provides) Anh/Chị kiên trì thực hóa ý tưởng 31 phận / tổ chức (You realize ideas within your department/ organization with an amount of persistence) 67 No 32 Questionaires Anh/Chị phải thực nhiệm vụ phức tạp (You have to perform complex tasks) Anh/Chị phải đối mặt với mâu thuẫn 33 dẫn kỳ vọng cấp (You have to face conflicted instructions and expectations from your boss and bosses) Anh/Chị phải có trách nhiệm cao với nhiệm 34 vụ giao (You have high levels of responsibility) Anh/Chị thảo luận với đồng nghiệp vấn 35 đề liên quan trực tiếp đến công việc Anh/Chị (You discuss matters with direct colleagues concerning your/their work) Anh/Chị phải đối mặt với quy tắc tiêu chuẩn tổ chức cho cứng nhắc 36 q mức cần thiết để hồn thành cơng việc (You have to face bureaucratic constraints to complete work (red tape)) Phần 3: Câu hỏi khảo sát loại Anh/Chị vui lòng đánh giá mức độ đồng ý với việc câu hỏi sau, theo thang đo từ đến Mức độ 1: Hồn tồn khơng đồng ý Mức độ 2: Không đồng ý phần Mức độ 3: Trung lập Mức độ 4: Đồng ý phần Mức độ 5: Hoàn toàn đồng ý 68 Section 3: Questionaires survey for second type Please rate your level of agreement with the following facts on a scale from to Level 1: Totally disagree Level 2: Partly disagree Level 3: Neutral Level 4: Partly agree Level 5: Totally agree No Questionaires Anh/Chị hạnh phúc gắn kết nghiệp tổ chức Anh/Chị làm việc (You would be very happy to spend the rest of your career with this organization) Anh/Chị khơng cảm thấy thuộc tổ chức (You not feel a strong sense of belonging to your organization) Anh/Chị tự chọn (các) phương pháp để sử dụng trình thực cơng việc (You are free to choose the method(s) to use in carrying out your work) Anh/Chị có số quyền kiểm sốt Anh/Chị cho phải đạt (You have some control over what you are supposed to accomplish, what your supervisor sees as your job objectives) 69 No Questionaires Công việc Anh/Chị cho phép Anh/Chị thay đổi mức độ quan trọng hạng mục việc đánh giá nhân viên thân Anh/Chị (Your job allows to modify the normal way you are evaluated so that you can emphasize some aspects of your job and play down others) Anh/Chị khơng cảm thấy "gắn bó mặt cảm xúc" với tổ chức làm việc (You not feel “emotionally attached” to this organization) Anh/Chị thực cảm thấy vấn đề tổ chức vấn đề (You really feel as if this organization’s problems are your own) Anh/Chị có quyền định thực công việc cụ thể (Your job is such that you can decide when to particular work activities) Anh/Chị có số quyền kiểm sốt trình tự hoạt động cơng việc (khi làm gì) (You have some control over the sequencing of your work activities) Anh/Chị không cảm thấy “một phần 10 gia đình” tổ chức Anh/Chị làm việc (You not feel like “part of the family” at your organization) 70 No Questionaires Anh/Chị chọn cách để bắt đầu cơng 11 việc (You are able to choose the way to go about your job) Anh/Chị phép định cách để 12 hồn thành cơng việc (You are allowed to decide how to go about getting your job done) Anh/Chị sửa đổi mục tiêu 13 cơng việc (You are able to modify what your job objectives are) Tổ chức có nhiều ý nghĩa 14 Anh/Chị (This organization has a great deal of personal meaning for you) Anh/Chị dễ dàng trở nên gắn bó với 15 tổ chức khác (You think that you could easily become as attached to another organization as you are to this one) Anh/Chị thích thảo luận tổ chức 16 với người khơng thuộc tổ chức (You enjoy discussing your organization with people outside it) Anh/Chị chủ động việc lên lịch trình làm 17 việc (You have control over the scheduling of your work) 71 Phần 4: Thông tin chung Section 4: General information Họ tên/ Your name Giới tính/ Gender • Nam/ Male • Nữ/ Female Độ tuổi/ Your age • 18 – 23 • 24 – 28 • 29 – 33 • Trên 33/ Above 33 Tên Tổ chức/Công ty nơi Anh/Chị làm việc/ Your company you are working Vị trí Anh/Chị nơi làm việc/ Your position at work • Nhân viên/ Staff • Giám sát/ Trợ lý quản lý/ Supervior • Quản lý/ Manager • Giám đốc điều hành/ CEO • Chủ sở hữu/ Owner • Khác/ Other Số năm Anh/Chị gắn bó lâu Tổ chức Anh/Chị làm việc làm việc/ The longest time you attached to one organization • Dưới năm/ Below years • – năm/ 3-6 years • – 10 năm/ – 10 years • Trên 10 năm/ Above 10 years 72 APPENDIX 2: DATA DESCRIPTION OF 267 SAMPLES N Minimum Maximum Mean Std Deviation CS_1 267 3.86 0.775 CS_2 267 3.99 0.816 CS_3 267 3.55 0.946 CS_4 267 3.52 0.923 CS_5 267 3.45 0.836 CS_6 267 3.81 0.855 CS_7 267 3.31 1.01 CS_8 267 3.73 0.935 CS_9 267 4.21 0.841 CS_10 267 4.22 0.81 HS_1 267 3.32 0.966 HS_2 267 3.29 1.085 HS_3 267 3.15 1.016 HS_4 267 3.04 0.98 HS_5 267 3.26 0.961 HS_6 267 2.84 1.021 HS_7 267 2.46 0.958 HS_8 267 2.84 0.943 HS_9 267 2.82 1.159 HS_10 267 2.67 1.024 COWB_1 267 3.48 0.915 COWB_2 267 3.47 0.906 COWB_3 267 3.66 0.832 COWB_4 267 3.49 0.842 COWB_5 267 3.99 0.809 COWB_6 267 3.38 0.951 73 COWB_7 267 3.52 0.907 COWB_8 267 3.76 0.859 COWB_9 267 3.5 0.963 COWB_10 267 3.18 1.017 IOWB_1 267 3.74 0.865 IOWB_2 267 3.51 0.903 IOWB_3 267 3.35 0.856 IOWB_4 267 3.63 0.898 IOWB_5 267 3.26 0.929 IOWB_6 267 3.41 0.819 AC_1 267 3.84 0.957 AC_2 267 2.85 1.109 AC_3 267 3.52 0.986 AC_4 267 3.03 1.06 AC_5 267 3.56 1.265 AC_6 267 3.48 1.128 AC_7 267 3.79 0.989 AC_8 267 3.51 1.196 JA_1 267 3.78 0.941 JA_2 267 3.78 0.972 JA_3 267 3.68 0.946 JA_4 267 4.14 0.831 JA_5 267 3.81 0.88 JA_6 267 3.38 0.998 JA_7 267 3.54 0.95 JA_8 267 3.44 1.055 JA_9 267 3.76 0.837 Valid N (listwise) 267 74 75 .. .VIETNAM NATIONAL UNIVERSITY, HANOI VIETNAM JAPAN UNIVERSITY DO HAI YEN EFFECTS OF CHALLENGE AND HINDRANCE STRESSORS ON EMPLOYEE INNOVATIVE BEHAVIOR: EMPIRICAL EVIDENCE FROM VIETNAM MAJOR:... of control of the employee' s hands Therefore, the name of hindrance brings more negative implications for employees in the organization Both challenge stressors and hindrance stressors are considered... adaptable, and there exists a correlation among items to construct validity of challenge stressors and hindrance stressors Besides, the eigenvalues of challenge stressors and hindrance stressors