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Fueling Innovation from Within: The Psychological Pathways to Innovative Work Behavior in Saudi Public Authorities

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  • Wassim J. Aloulou

    (Business Administration Department, Imam Mohammad Ibn Saud Islamic University (IMSIU), Riyadh 11432, Saudi Arabia)

  • Rahaf Fahad Almarshedi

    (Management and Information Systems Department, University of Hail, Hail 81451, Saudi Arabia)

  • Shuayyi Sameer Alharbi

    (General Department of Strategy and Excellence, Real Estate Development Fund, Riyadh 13311, Saudi Arabia)

  • Hanan Salem Alharbi

    (Strategic Management Office, King Saud Medical City, P.O. Box 2897, Riyadh 11196, Saudi Arabia)

Abstract

This study investigates the relationships between proactive personality, psychological capital, work engagement, work well-being, and innovative work behavior among employees in Saudi public authorities, based on the conservation of resources theory and the job demands-resources model. Using a sequential mediation model, data from 457 public employees were analyzed through structural equation modeling. The results show that a proactive personality and psychological capital significantly predict work engagement, but neither is significantly related to work well-being. Notably, while a proactive personality does not directly impact innovative work behavior, psychological capital does. Additionally, work well-being partially mediates the relationship between work engagement and innovative work behavior. These findings suggest that enhancing psychological capital and fostering engagement are key to promoting innovation. The mediating role of well-being highlights the importance of employee welfare in this process. This study provides practical implications for HR managers in the Saudi public sector and emphasizes strategies for building internal psychological resources. However, as data were collected from a single source, future research should include multiple key informants to enhance generalizability. This study builds on theory by demonstrating how proactive personality and psychological capital jointly stimulate innovative behavior through engagement and well-being, enriching the job demands-resources model with personal resource dynamics in public sector organizations.

Suggested Citation

  • Wassim J. Aloulou & Rahaf Fahad Almarshedi & Shuayyi Sameer Alharbi & Hanan Salem Alharbi, 2025. "Fueling Innovation from Within: The Psychological Pathways to Innovative Work Behavior in Saudi Public Authorities," Administrative Sciences, MDPI, vol. 15(8), pages 1-24, July.
    • Handle: RePEc:gam:jadmsc:v:15:y:2025:i:8:p:295-:d:1711691
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    References listed on IDEAS

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    1. Aloulou, Wassim J. & Amari, Amina & Ramadani, Veland & Alboqami, Abeer Abdulrahman N., 2023. "Saudi teleworkers and determinant factors of their work-life balance and satisfaction: Testing a sequential mediation model," Technological Forecasting and Social Change, Elsevier, vol. 188(C).
    2. Kan Jia & Tianlun Zhu & Weiwei Zhang & Samma Faiz Rasool & Ali Asghar & Tachia Chin, 2022. "The Linkage between Ethical Leadership, Well-Being, Work Engagement, and Innovative Work Behavior: The Empirical Evidence from the Higher Education Sector of China," IJERPH, MDPI, vol. 19(9), pages 1-15, April.
    3. Huhtala, Hannele & Parzefall, Marjo-Riitta, 2007. "A Review of employee well-being and innovativeness: an opportunity for mutual benefit," LSE Research Online Documents on Economics 49873, London School of Economics and Political Science, LSE Library.
    4. Irfan Ullah & Raja Mazhar Hameed & Abid Mahmood, 2023. "The impact of proactive personality and psychological capital on innovative work behavior: evidence from software houses of Pakistan," European Journal of Innovation Management, Emerald Group Publishing Limited, vol. 27(6), pages 1967-1985, February.
    5. Oi Siu & Francis Cheung & Steve Lui, 2015. "Linking Positive Emotions to Work Well-Being and Turnover Intention Among Hong Kong Police Officers: The Role of Psychological Capital," Journal of Happiness Studies, Springer, vol. 16(2), pages 367-380, April.
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