The moderating effect of career stage on the relationship between job embeddedness and innovation-related behaviour (IRB): Evidence from China, Muhmmad Rafiq
Muhmmad Rafiq
Department of Business Administration, School of Economics and Management
Zhejiang University of Technology, Hangzhou
China
Email: rafiq109@yahoo.com
DOI: 10.1108/WJEMSD-04-2018-0045
Purpose: The purpose of this paper is to re-examine the moderating effect of career stage on the relationship between job embeddedness and innovation-related behaviour (IRB).
Design/methodology/approach: Data were collected from a sample of 310 Chinese media organisation employees and were analysed using moderated structural equation modelling.
Findings: Career stage significantly moderated the relationship between job embeddedness and IRB; individuals who experienced high job embeddedness in their early career stage were found to be engaged in more IRBs than those who experienced low job embeddedness in their early career stage. Moreover, the author also found that individuals who experienced high job embeddedness at mid-late career stages were less engaged in IRB, as compared to those at earlier career stages.
Research limitations/implications: These findings contribute to the understanding of the relationship between employee job embeddedness and IRB at different career stages. The findings are limited by the cross-sectional nature of the data.
Originality/value: This study demonstrates that individuals at a mid-late career stage may define their work roles differently to those at an early career stage. Employers often expect individuals in the mid-late career stage to facilitate the work of others and to assist junior colleagues in their professional growth (Super et al., 1996).
Keywords: China; Career stage; Job embeddedness; Innovation-related behaviour
Citation: Rafiq, M. (2019), "The moderating effect of career stage on the relationship between job embeddedness and innovation-related behaviour (IRB): Evidence from China", World Journal of Entrepreneurship, Management and Sustainable Development, Vol. 15 No. 2, pp. 109-122. https://doi.org/10.1108/WJEMSD-04-2018-0045
