The Nexus between epistemic curiosity and innovative work behavior: role of leader-member exchange and work engagement

Abstract

Drawing upon curiosity drive theory, we examine the effects of epistemic curiosity (EC) on employees' innovative work behavior. Additionally, we explore the potential mediating role of work engagement (WE) and the moderating effects of leader-member exchange (LMX). Design/methodology/approach: The data were collected from 406 employees employed in public service organizations within the United Arab Emirates. Structural equation modeling was employed as the analytical approach to test the hypotheses. Findings: The findings of this study indicate that EC is positively related to innovative work behavior. Further, WE mediates the relationship between EC and creative work behavior. Moreover, LMX moderates the indirect effect of WE on the link between EC (interest and deprivation types) and innovative work behavior. The mediating association is stronger when the leader and member’s exchange is high. Practical implications: This study will assist practitioners of service organizations in focusing their attention on EC to enhance employees' innovative work behavior and achieve optimal performance. Our research extends work on interest and innovative work behavior in an emerging economic context. Originality/value: Our study suggests that policymakers should embrace the philosophy of curiosity to nurture innovative behavior in the workplace. © 2024, Emerald Publishing Limited.

Keywords: Deprivation-type epistemic curiosity, Innovative work behavior, Interest-type epistemic curiosity, Leader-member exchange