Author

Fostering Innovative Work Behavior in New Product Development Projects: A Theoretical Review

Introduction

Fostering innovative work behavior in new product development projects: a theoretical review. Integrative framework for Innovative Work Behavior (IWB) in New Product Development (NPD). Synthesizes theories to guide managers in fostering creativity and driving innovation.

Abstract

Innovative Work Behavior (IWB) is widely recognized as a driver of organizational competitiveness, particularly in New Product Development (NPD) projects where uncertainty and rapid change demand creativity and adaptability. Although a considerable amount of research has been done on IWB, most of the studies tend to focus on it by using only one theoretical perspective thus failing to establish a comprehensive picture of this multidimensional phenomenon. This paper provides a comprehensive review that synthesizes four influential perspectives, Social Cognitive Theory (SCT), Self-Determination Theory (SDT), the Theory of Innovation and Transformational Leadership Theory (TLT) into an integrative framework for explaining IWB in NPD contexts. The framework clarifies how self-efficacy and learning (SCT), motivational needs for autonomy, competence, and relatedness (SDT), organizational structures and entrepreneurial orientation (Innovation Theory), and transformational leadership practices (TLT) jointly shape employees’ innovative contributions in NPD projects. By combining these perspectives, the review moves beyond fragmented accounts of IWB to highlight the dynamic interplay of individual, motivational, organizational, and leadership factors. This synthesis advances theoretical clarity while offering practical guidance for managers seeking to foster innovation and creativity. The paper concludes by stating future research directions, which implies empirically testable hypotheses, that test cross-level mechanisms and interaction. Holistically, the framework contributes to the literature and points out the theoretical and practical importance of the knowledge on IWB in the context of the NPD settings.

Review

This theoretical review makes a significant contribution to the literature by addressing the fragmented understanding of Innovative Work Behavior (IWB) within New Product Development (NPD) projects. The paper effectively identifies a crucial gap, noting that prior research often relies on single theoretical lenses, thus failing to capture the multifaceted nature of IWB. By proposing an integrative framework that synthesizes four influential perspectives—Social Cognitive Theory, Self-Determination Theory, the Theory of Innovation, and Transformational Leadership Theory—the authors offer a much-needed comprehensive outlook. This holistic approach is particularly pertinent given the high uncertainty and demand for creativity inherent in NPD contexts. The strength of this review lies in its successful integration of distinct theoretical perspectives to illuminate the complex drivers of IWB. It meticulously outlines how individual factors such as self-efficacy and learning (SCT), motivational needs including autonomy, competence, and relatedness (SDT), organizational elements like structure and entrepreneurial orientation (Innovation Theory), and leadership practices (TLT) dynamically interact to foster employees’ innovative contributions. This synthesis moves beyond a simplistic, siloed view, demonstrating a sophisticated understanding of how diverse influences converge to shape innovative output. The framework not only clarifies the mechanisms at play but also underscores the importance of considering multiple levels of analysis—individual, motivational, organizational, and leadership—simultaneously. Beyond its theoretical advancements, the paper offers considerable practical value. By presenting a coherent and integrated framework, it provides managers with actionable insights into the levers they can pull to cultivate IWB in their NPD teams. The concluding section, which outlines empirically testable hypotheses and future research directions focusing on cross-level mechanisms and interactions, is particularly commendable. This forward-looking aspect encourages further empirical validation, promising to deepen our understanding and refine practical strategies. Overall, this review stands as a robust foundational piece, enhancing theoretical clarity while offering a vital roadmap for both future academic inquiry and managerial application in the critical domain of NPD.

Full Text

Comments

You need to be logged in to post a comment.