More flexible and more innovative: the impact of flexible work arrangements on the innovation behavior of knowledge employees

Flexible work arrangements (FWA) are becoming increasingly widespread as an efficient means of coping with a dynamic and competitive business environment. Existing studies have primarily examined the impact of FWA as a management system; however, its impact on employee innovation behavior has not been fully explored. Based on the self-determination theory, this study constructed a moderated mediation model that empirically examined the influence of FWA on the innovation behavior of knowledge employees. Our findings are as follows: (1) FWA can activate innovation behavior among knowledge employees; (2) thriving at work plays a partial mediating role; (3) human resource policies that facilitate opportunities have a positive moderating effect. The findings fill a theoretical research gap and provide insights for managers on implementing FWA to promote the innovative behavior of knowledge employees.

Automated summary

Flexible work arrangements (FWA) are an efficient means of coping with a dynamic and competitive business environment. This study empirically examines the influence of FWA on knowledge employees' innovation behavior, using a self-determination theory and a moderated mediation model. The findings show that FWA can activate innovation behavior, with thriving at work playing a partial mediating role and human resource policies facilitating opportunities having a positive moderating effect. These findings fill a theoretical research gap and provide insights for managers on implementing FWA to promote the innovative behavior of knowledge employees.