The Relationship Between Well-Being and Innovative Behavior: Using Bureaucratic Culture as the Moderator

• Main Authors: Chen-Wwi Chang, 張宸瑋
• Other Authors: I-Heng Chen
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/765f57

碩士 === 國立中山大學 === 人力資源管理研究所 === 106 === In recent years, due to the advances in information technology and the shortening of product life cycles, innovative behavior has become an important research topic worldwide. In order to be competitive in global and their professional fields, enterprises must be able to innovate. Besides, as the rises of living level in Taiwan, in addition to using incentives and bonuses to encourage innovation, the management of employee well-being is a long-term plan for the organization to invest in employee innovation. In addition, due to differences in organizational culture might bring different results to employee innovation, and Taiwanese companies mostly rely on bureaucratic culture, this study decided to further examine the relationship between well-being, bureaucratic culture and innovative behavior. The main purpose of this study is to explore the relation between well-being and employee innovative behavior, and to find among emotional well-being, psychological well-being and social well-being, which has the strongest influence on employee innovative behavior. Moreover, the relation between bureaucratic culture and innovative behavior, as well as the moderating effect of bureaucratic culture is also important in this study. The results show that emotional well-being(EWB), psychological well-being(PWB) and social well-being(SWB) have positive effects on innovative behaviors. In particular, SWB has the strongest effect. Furthermore, bureaucratic culture has no direct relation with innovative behavior. However, it has a positive moderating effect on EWB and innovative behavior, and there is no significant moderating effect on PWB, SWB and innovative behavior. Finally, this study will provide theoretical contributions and management implications based on the results.