Journal of Entrepreneurship, Management and Innovation vol:8 issue:4 pages:5-20
As innovative employees become imperative for an organizations’ success, research identified job design as a crucial variable in promoting innovative work behavior (IWB) (Hammond et al., 2011). Using the Job Demands-Resources (JD-R) model of Bakker & Demerouti (2007), this article uses recent insights on the distinction between job challenges and job hindrances (Van den Broeck et al., 2010) and distinguishes between blue- and white-collar employees. Survey data from 893 employees of various organizations show that the relation between job design and innovative work behavior differs between blue-collar and white-collar employees. As such, job resources like having a organizing tasks in the job are more strongly related to IWB for white- than for blue-collar employees. On the contrary, insecurity about the future job content is negatively related to IWB for blue-collar workers, while this is not so for white-collars. These findings have important HR and political implications as they show that there is no ‘one size fits all’ HR solution for innovation.