Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/294294 
Year of Publication: 
2023
Citation: 
[Journal:] Cogent Business & Management [ISSN:] 2331-1975 [Volume:] 10 [Issue:] 1 [Article No.:] 2178364 [Year:] 2023 [Pages:] 1-17
Publisher: 
Taylor & Francis, Abingdon
Abstract: 
Autonomy, resiliency, and feedback must be prioritized for individuals in industries where behavioral innovation is required, and performance reviews of those employees should reflect this. It is difficult to do either empirical, qualitative, or conceptual research that can disclose such creative work habits in the banking business, but this research endeavors to achieve that. In order to evaluate 258 first-line managers from five regional and private Islamic banks in Indonesia, a literature-based framework has been constructed. The path model supports the idea that autonomy and resiliency foster innovative behavior at work. Resilience, autonomy, flexibility, and feedback are also significantly associated; however, feedback has not been linked to innovative work behavior. This study may be helpful to Islamic banking managers and specialists who want to learn more about innovative work behavior. While discussing this study's composition, researchers offered valuable suggestions. Implications, limitations, and prospective avenues are discussed after the research results.
Subjects: 
autonomy
banking sector
feedback
innovative work behavior
resilience
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

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