Page 117 - 33-2

NTU Management Review Vol. 33 No. 2 Aug. 2023

A1, a plurality adopts the perspectives of social cognitive theory and motivation theory
to investigate individual innovative behavior, but few incorporate the perspective of
social influence theory. For example, owing to previous studies that focus on cognitive
mechanisms, Lin et al. (2023) adopt knowledge sharing as the behavioral mechanism to
predict innovation performance. However, their results are mixed and the explanatory
power for individual innovative performance is low. Conversely, based on the perspective
of social influence theory, the current study demonstrates that value congruence and

felt obligation can jointly drive one’s innovation intention, which in turn advances his/
her innovation performance. Noticeably, the mediation test results reveal that value
congruence and felt obligation fully mediate the relationships between two exchange
relationship resources and innovation performance. In the IT service industry context,
coworkers and supervisors can influence team members to form common goals and values,
and also motivate one to engage in innovative behavior (Li et al., 2022). This result also
advances Sykes’ (2015) work by explaining the links between peers, management, and

individual performance, as well as promotes a more theorized appreciation of the channels
of the IT service context than those provided in the literature to this point.
Second, we extend research on the distal factors of employees’ innovation
performance by integrating social exchange theory. Specifically, the results show that
team leaders who characterize EML and members who emphasize positive interaction
among coworkers are likely to increase employees’ willingness to execute activities that
contribute to innovation. Prior research argues that high quality leader-member exchange
and TMX can be viewed as relational sources to help strengthen members’ performance
(Liao et al., 2010; Windeler et al., 2017). However, neither of these studies considers the

view of leadership, which can take the form of leader-member relationships, and also act
as a resource for relationship exchange. Extending on prior studies to better understand an
individual-level phenomenon, this paper demonstrates how individuals’ varying quality of
ties with team leaders and coworkers can influence their effectiveness as complementary
resources that impact their performance in the workplace. That is, we suggest that a better
comprehension of EML associated with meaning, competence, self-determination, and
impact can be an accurate and theoretical antecedent that accounts for team members’

behavioral intention and work performance.
Third, by investigating personal tendencies regarding work cognition and altruism
(i.e., other-orientation), this study advances our understanding of the effect of behavioral
intention on individual performance. Prior research has demonstrated that individual

109