Innovative behavior as a mediator

Abstract

This study examines the impact of self-efficacy, supportive work environment, individual creativity, and perceived organizational support on innovative behavior and employee performance among graphic design employees in digital printing companies across East Java, Indonesia. Data were collected through a survey of 160 graphic design employees from five regions: Surabaya, Malang, Madiun, Bojonegoro, and Besuki, using judgment sampling to target employees with at least two years of experience. The study employs Structural Equation Modeling (SEM) with Smart PLS to analyze the relationships between variables, testing validity, reliability, and structural models. The findings indicate that self-efficacy positively mediates the relationship between innovative behavior and employee performance, in line with Bandura's theory that higher self-efficacy boosts innovation and performance. Conversely, a supportive work environment negatively mediates this relationship, suggesting that too much support may dampen innovation by reducing employees’ autonomy. Moreover, individual creativity does not directly improve performance unless effectively implemented as innovation. Surprisingly, perceived organizational support does not significantly moderate the relationship between innovative behavior and employee performance, implying that organizational support alone may not be sufficient to amplify the impact of innovation on performance. This study provides valuable insights for the graphic design sector in digital printing companies, highlighting the importance of balancing self-efficacy and support to foster innovative behavior. Management should focus on enhancing employees' self-efficacy while providing a supportive yet not overly restrictive environment. The results contribute significantly to understanding the factors that shape innovation and performance in graphic design, offering a nuanced perspective that differs from other industries.