Exploring the Relationship between Organizational Commitment and Employee Innovative Performance: The Moderating Effect of Goal Orientation

Abstract

This study investigates the link between organizational commitment and employee innovative performance, with a focus on the moderating role of goal orientation. Drawing upon social cognitive theory and organizational behavior literature, we propose a conceptual model that elucidates how employees' level of organizational commitment influences their propensity for innovative behavior, and how this relationship is contingent upon their goal orientation, specifically their propensity for learning goals versus performance goals. Through empirical analysis of survey data collected from a diverse sample of employees across multiple industries, we examine the direct and interactive effects of organizational commitment and goal orientation on employee innovative performance. Our findings reveal that high levels of organizational commitment are positively associated with employee innovative performance, and this relationship is strengthened for individuals with a learning goal orientation, while attenuated for those with a performance goal orientation. These results underscore the importance of fostering organizational commitment and promoting a learning-oriented culture to stimulate employee innovation within organizations. Theoretical and practical implications of these findings are discussed, along with recommendations for future research avenues in the domain of organizational behavior and innovation management.