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| The Influence Mechanism of Protean Career Orientation on Employees′ Bootleg Innovation Behavior |
| Wang Hongyu,Zhao Di |
| (School of Business and Management, Jilin University, Changchun 130012,China) |
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Abstract The relationship between employees and organizations has gradually been changed from a purely employment relationship to a cooperative relationship. With this trend, protean career orientation (PCO) is an important concept in understanding the careers and lives of contemporary employees. PCO is an attitude toward careers that involves self-direction and a focus on intrinsic values in the pursuit of psychological success. It is worth noting that the focus on subjectivity of PCO may be perceived as self-focused and not oriented toward the organization, but a PCO does not necessarily run counter to organizational goals. This phenomenon is called the " Protean Paradox ", that is, employees who are self-directed with a focus on intrinsic values, may make better organizational citizens. However, there is very few existing literature exploring this phenomenon. Fortunately, a recent study has suggested that in the era of advocating employees' creativity, employees with PCO will try to achieve their career goals by showing innovative ability. Therefore, employees' innovative behavior may become another important outcome variable to expand the phenomenon of " Protean Paradox ". But the existing research still lacks in-depth exploration of the relationship between PCO and employees' innovative behavior, which is not conducive to a comprehensive understanding of the phenomenon of the " Protean Paradox". In recent years, the bootleg innovative behaviors implemented by employees in the workplace have received extensive attention from academia and industry. As a complex of loyalty and rebellion, bootleg innovative behaviors refer to those that do not receive formal support from the organization and are often hidden from the sight of senior management, individuals privately work on valuable ideas in order to achieve innovations that are beneficial to the organization. This kind of concealed innovative behavior helps individuals form exploratory advantages while avoiding many risks in the process of innovation, and contributes to both individual professional success and the organization's innovation goals. Therefore, this study proposes that bootleg innovation can be a feasible and effective way for individuals with PCO to pursue career success.#br#On the basis of the career construction theory, this study explores the impact of PCO on bootleg innovation behavior by analyzing 273 samples. Empirical results suggest that PCO has a positive effect on bootleg innovation behavior. Career adaptability partly mediates the relationship between PCO and bootleg innovation behavior. Additionally, perceived employability has a negative moderating effect on the relationship between career adaptability and bootleg innovation behavior,and the above mediating effect is also moderated negatively by perceived employability. #br#This study has three theoretical contributions. First, it finds that bootleg innovation behavior is an important outcome of PCO and verifies the existence of the phenomenon of "Protean Paradox". Second, this study explores the mediational path between PCO and bootleg innovation behavior. To a certain extent, it also integrates related research in the fields of PCO and bootleg innovation. Last, by introducing perceived employability as the moderator, this study further clarifies the boundary condition of the relationship between PCO and bootleg innovation behavior.#br#It is suggested for companies that theyprovide employees with training on career self-management, and provide internal recruitment channels, application for cross-departmental and cross-regional job rotation opportunities, and related resource support to ensure that employees can lead their career development and help them achieve career goals. Companies should also provide innovative exploration spacefor employees with PCO, and fully mobilize their enthusiasm for innovation. A flexible management culture in which managers start management work with people as the core, effectively consider the actual situation encountered by employees in their work is encouraged, especially when managing innovators, they should be fully aware of the complexity and risk of innovation activities, give enough space for exploration and trial and error, and provide a holding environment for innovators, so that innovators can gain a sense of psychological security and carry out innovation and exploration without worries. Lastly companies should develop a comprehensive talent management plan to track the career development needs of employees. Companies should investigate the talents' career development needs and make full use of digital tools and methods to build and iterate talent management processes. Companies should provide targeted incentives, training and a contractual platform for employees′ career development to assist employees′ long-term career development .#br#
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Received: 15 November 2021
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