LINKING ORGANIZATIONAL CLIMATE FOR INNOVATION TO ENGAGEMENT IN INNOVATION IMPLEMENTATION IN THE PUBLIC SECTOR: THE MEDIATING ROLE OF PSYCHOLOGICAL AND CREATIVE SELF-EFFICACY

Purpose: The current study offers valuable insights into the ways in which public agencies deal with increasing external demands through continuous innovation in their operating routines and practices This paper aimed to develop and test a hypothesized model of the role of psychological safety and creative self-efficacy as possible moderators of the relationship between climate for innovation and individual engagement in innovation implementation at work. Methodology: Combined qualitative and quantitative data collection in a longitudinal study from 432 employees of the Israeli Government was carried out in order to examine the research model. Findings: Two specific climates for innovation (organizational and management support) were found to have a significant and positive impact on psychological safety and creative self-efficacy, which in turn enhance employee engagement in innovation implementation at work. Thus, the findings provide further support for the theoretical distinction between facet-specific climate - climate for innovation, and initiative and behavioral engagement at work. Research limitations: The study's limitations include concern regarding generalizability, response set bias, self-report data and social desirability. Practical Implications: Organizations and their managers or supervisors should understand the role of enhancing contextual factors, such as the perceived climate for innovation and managers' support in promoting employee engagement in innovative tasks and particularly innovation implementation at work. Furthermore, managers may learn how climate can influence innovative work behaviors through individual level mediators such as psychological safety and creative self-efficacy.