How and for Whom Time Control Matter for Innovation? The Role of Positive Affect and Problem-Solving Demands

Hector P. Madrid, Malcolm G. Patterson

Research output: Contribution to journalArticlepeer-review

11 Scopus citations

Abstract

Job resources are essential for higher performance. Focusing on innovation, we examine how and for whom the job resource of time control is related to the implementation of novel ideas in the workplace. Drawing on the job demands-resources model and affect-as-information theory, we propose that positive affect explains how the association of time control with innovation unfolds and how this psychological process depends on the extent to which employees work under problem-solving demands. Using a survey study, conducted with 198 employees from diverse organisations, we supported a mediation mechanism in which time control was positively associated with positive affect, which is turn was positively related to innovation. Furthermore, the strength of this mediation process depended on problem-solving demands, such that positive affect and innovation resulting from time control was stronger for those working in complex environments. These results corroborate and expand knowledge on the job demands-resources, affect and innovation literatures, showing that job resources matter for performance, particularly in conjunction with job complexity denoting challenging performance. Thus, organisations should be aware of opportunities to manage the degree of job control and complexity if they aim to foster employee innovation.

Original languageEnglish
Pages (from-to)93-119
Number of pages27
JournalApplied Psychology
Volume69
Issue number1
DOIs
StatePublished - 1 Jan 2020

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