Open Access

Desiree Egger

• HRM Practices and Innovative Work Behavior: Employee Involvement and Job Auton-omy as influencing factors of Innovative Work Behavior An organization´s capacity to innovate often resides within its employee´s innovative work behavior. Previous research suggested positive effects of employee involvement and job autonomy on innovative behavior. This research aims to analyze the impact of involvement- and autonomy-focused HRM practices (participation, information-sharing, work-scheduling autonomy, decision-making autonomy, and work-methods autonomy) on innovative work behavior. It is hypothesized that all five HRM practices mentioned above positively influence employees´ innovative work behavior. Therefore, a cross-sectional quantitative research design was chosen. Online questionnaire data from 376 employees in Austria was analyzed. Although all five HRM practices correlated with innovative work behavior, only work-methods autonomy had a statistically significant influence on the innovative work behavior of all employees. Thus, practitioners should include work-methods autonomy as critical HRM practice in a “high-innovation” HRM system to facilitate employees´ innovative work behavior.