There is a widespread consensus in prior literature that innovative work behaviour is a crucial factor in enabling organisations to adapt to rapid changes, to gain a competitive advantage, and create a sustainable organisation. Despite its importance, knowledge about potential drivers of this behaviour is fragmented and inconsistent. As such, organisations may be restricted in their ability to innovate because they do not know how to induce the employees in a way that will encourage them to explore, generate, champion, and finally implement the ideas. Recently, human resource management (HRM) has been explored among potential drivers, considering it as primary means by which organisations can influence and shape the behaviours of employees. Despite the notion that HRM predicts innovative work behaviour, there is a lack in the literature of insights into the ways the organisations can stimulate behaviour by offering sustainability-focused HRM. Sustainable HRM refers to a new approach to people management with the focus on external business environment (openness), respect for the employee (respect), and balanced interests of employer and employee (continuity). Relying on the notion that organisations are gradually introducing sustainable HRM and trying to close the gap in the literature, the paper is designed to link a new approach to people management with innovative work behaviour. The aim of the paper is an initial assessment of whether sustainable HRM is a driver for innovative work behaviour. Disentangling four dimensions of innovative work behaviour makes it possible to determine whether sustainable HRM can stimulate different behaviour types linked to idea exploration, idea generation, idea championing, and idea implementation. The results of a preparatory survey of 306 employees working in Lithuanian companies showed that respect-oriented HRM and continuity-oriented HRM were positively related to innovative work behaviour and the appropriate dimensions (except for idea exploration in case of continuity-oriented HRM); meanwhile, there was no support for the relationship between openness-oriented HRM and innovative work behaviour. Overall, sustainable HRM was found to be a driver for enhancing innovative work behaviour and its dimensions.

中文翻译：

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可持续人力资源管理作为创新工作行为的驱动力：尊重、开放和连续性重要吗？立陶宛案例

先前的文献普遍认为，创新的工作行为是使组织能够适应快速变化、获得竞争优势并创建可持续组织的关键因素。尽管它很重要，但关于这种行为的潜在驱动因素的知识是零散和不一致的。因此，组织的创新能力可能会受到限制，因为他们不知道如何以一种鼓励员工探索、产生、支持和最终实施想法的方式来诱导员工。最近，在潜在驱动因素中探索了人力资源管理 (HRM)，将其视为组织影响和塑造员工行为的主要手段。尽管 HRM 可以预测创新的工作行为，关于组织如何通过提供以可持续发展为重点的人力资源管理来刺激行为的文献缺乏洞察力。可持续人力资源管理是指一种新的人员管理方法，关注外部商业环境（开放性）、尊重员工（尊重）和雇主与员工利益的平衡（连续性）。基于组织正在逐步引入可持续人力资源管理并试图缩小文献中的空白这一概念，本文旨在将人员管理的新方法与创新的工作行为联系起来。本文的目的是初步评估可持续人力资源管理是否是创新工作行为的驱动力。分解创新工作行为的四个维度，可以确定可持续人力资源管理是否可以激发与创意探索、创意产生、创意倡导和创意实施相关的不同行为类型。对立陶宛公司 306 名员工的初步调查结果表明，尊重导向型 HRM 和连续性导向型 HRM 与创新工作行为和适当维度呈正相关（连续性导向型 HRM 情况下的想法探索除外）；同时，不支持开放导向的人力资源管理与创新工作行为之间的关系。总体而言，可持续人力资源管理被认为是增强创新工作行为及其维度的驱动力。对立陶宛公司 306 名员工的初步调查结果表明，尊重导向型 HRM 和连续性导向型 HRM 与创新工作行为和适当维度呈正相关（连续性导向型 HRM 情况下的想法探索除外）；同时，不支持开放导向的人力资源管理与创新工作行为之间的关系。总体而言，可持续人力资源管理被认为是增强创新工作行为及其维度的驱动力。对立陶宛公司 306 名员工的初步调查结果表明，尊重导向型 HRM 和连续性导向型 HRM 与创新工作行为和适当维度呈正相关（连续性导向型 HRM 情况下的想法探索除外）；同时，不支持开放导向的人力资源管理与创新工作行为之间的关系。总体而言，可持续人力资源管理被认为是增强创新工作行为及其维度的驱动力。不支持面向开放的人力资源管理与创新工作行为之间的关系。总体而言，可持续人力资源管理被认为是增强创新工作行为及其维度的驱动力。不支持面向开放的人力资源管理与创新工作行为之间的关系。总体而言，可持续人力资源管理被认为是增强创新工作行为及其维度的驱动力。