Perceived Organizational Support and Employee Innovation Behavior Based on Intermediary Role of Multiple Identities


  • Shuting Wen Panyapiwat Institute of Management


organization identity, perceived organizational support, team identity, occupational identity, relationship identity, employee innovation behavior


Based on social exchange theory and studied with the perspective of social identification, this article analyzes the innovation of the Internet company employees in China, which attempts to reveal the relationship between them and the multiple identification and organizational commitment in companies. After a questionnaire and SEM analysis administrated to 634 employees from different Internet companies, it shows that there is diverse identification in organizations. Organizational identity, relationship identity, and professional identity play a mediating role between organizational innovation support and employee innovation behavior. The results of data analysis show that perceived organizational support for innovation promotes employee innovation behavior; the three identities play a proven mediating role between perceived organizational support for innovation and employee innovation behavior; occupational identity is the bottom line of multiple identities, playing a regulating role in employee innovation behavior. Given a high sense of occupational identity, perceived organizational support for innovation plays its due role in promoting innovation behavior by making employees identify with the organization.


Alvesson, M., Lee, A. K., & Thomas, R. (2008). Identity matters: Reflections on the construction of identity scholarship in organization studies. Organization, 15(1), 5-28.

Amabile, T. M. (1993). Motivational synergy: Toward new conceptualizations of intrinsic and extrinsic motivation in the workplace. Human Resource Management Review, 3(3), 185-201.

Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of management journal, 39(5), 1154-1184.

Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. The Leadership Quarterly, 15(1), 5-32.

Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20-39.

Ashforth, B. E., Rogers, K. M., & Corley, K. G. (2011). Identity in organizations: Exploring cross-level dynamics. Organization Science, 22(5), 1144-1156.

Austin, W. G., & Worchel, S. (1986). Psychology of intergroup relations. CA: Burnham.

Bai, Y. T., Wang, Y. G., & Xi, Y. M. (2008). The mode of multi-level leadership’s effects on employee’s trust in leadership, performance and innovation: An empirical study. Journal of Industrial Engineering Engineering Management, 22(3), 24-29.

Chen, H. (2011). Research on the Relationship between Job Demand and Innovative Work Behavior. Journal of Technical Economics & Management, 2011(1), 41-45.

De Stobbeleir, K. E., Ashford, S. J., & Buyens, D. (2011). Self-regulation of creativity at work: The role of feedback-seeking behavior in creative performance. Academy of management journal, 54(4), 811-831.

Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500.

Gagné, M., & Deci, E. L. (2005). Self‐determination theory and work motivation. Journal of Organizational behavior, 26(4), 331-362.

Gu, Q., Tang, T. L. P., & Jiang, W. (2015). Does moral leadership enhance employee creativity? Employee identification with leader and leader–member exchange (LMX) in the Chinese context. Journal of Business Ethics, 126(3), 513-529.

Gu, Y. D., Zhou, W. L., & Peng, J. S. (2014). How do perceived organizational support for creativity afect employe creative behavior? The moderating effect of achievement motivation and job involvement. Chinese Journal of Management, 11(4), 548.

Hall, D. T., & Chandler, D. E. (2005). Psychological success: When the career is a calling. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 26(2), 155-176.

Hayes, A. F., & Scharkow, M. (2013). The relative trustworthiness of inferential tests of the indirect effect in statistical mediation analysis: Does method really matter?. Psychological Science, 24(10), 1918-1927.

Johnson, R. E. (2010). Not all leader–member exchanges are created equal: Importance of leader relational identity. The Leadership Quarterly, 21(5), 796-808.

Li, Y. X., Zhou, H. L., & Tian, Y. H. (2014). Multiple mesomeric effects of real leadership on employee engagement. Psychology Science, 37(3), 716-722.

Mael, F. A., & Tetrick, L. E. (1992). Identifying organizational identification. Educational and Psychological Measurement, 52(4), 813-824.

Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.

Mo, S. J. & Wang, C. M. (2011). An Analysis of Foreign Research Frontiers of Double Identity. Foreign Economics & Management, 11(10), 52-57.

Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. The Leadership Quarterly, 13(6), 705-750.

Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford, England: Oxford University Press.

Onputtha, S., & Chienwattanasook, K. (2019). Application of Motivation Theory to Build Team Dynamics: The Selection of the Need-to-Achieve Theory. HRD journal, 10(1), 60-69.

Riketta, M., & Van Dick, R. (2005). Foci of attachment in organizations: A meta-analytic comparison of the strength and correlates of work group versus organizational identification and commitment. Journal of Vocational Behavior, 67(3), 490-510.

Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580-607.

Sluss, D. M., & Ashforth, B. E. (2007). Relational identity and identification: Defining ourselves through work relationships. Academy of Management Review, 32(1), 9-32.

Sluss, D. M., & Ashforth, B. E. (2008). How relational and organizational identification converge: Processes and conditions. Organization Science, 19(6), 807-823.

Song, G. W., & Wei, S. H. (2006). Analysis of factors affecting teachers' occupation identity. Psychological Development and Education, 22(1), 80-86.

Sun, J. M., Song, M., & Wang, Z. (2013). Impact of abusive supervision on subordinates’ performance and intention of Quitting Job: Role of leadership identity and power distance. Journal of Business Economics, 3, 45-53.

Tajfel, H., & Turner, J. C. (1985). The social identity theory of intergroup behavior. In W. G. Austin & S. Worchel (Eds.), Psychology of Intergroup Relations (pp. 7-24). Chicago, IL: Nelson-Hall Publishers.

Tang, C. Y., Liu, Y., & Wang, T. H. (2012). Study on relationship among charismatic leadership, team identity and creative performance of research team. Science of Science and Management of S&T, 33(10), 155-162.

Van Knippenberg, D., & Sleebos, E. (2006). Organizational identification versus organizational commitment: Self‐definition, social exchange, and job attitudes. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 27(5), 571-584.

Wang, Y. L., Zhang, Z. Y., & He, Y. (2012). Influence of work-home support on employee's creativity. Acta Psychologica Sinica, 44(12), 1651-1662.

Zhang, Y., & Chen, C. C. (2013). Developmental leadership and organizational citizenship behavior: Mediating effects of self-determination, supervisor identification, and organizational identification. The Leadership Quarterly, 24(4), 534-543.

Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of management journal, 44(4), 682-696.




How to Cite

Wen, S. (2020). Perceived Organizational Support and Employee Innovation Behavior Based on Intermediary Role of Multiple Identities. HRD Journal, 11(1), 52–63. Retrieved from