A CAUSAL RELATIONSHIP OF INNOVATIVE WORK BEHAVIOR OF CONVENIENCE STORE MANAGERS IN THAILAND
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Abstract
The purposes of this research were (1) to study the level of opinions toward transformational leadership, organizational culture, knowledge sharing, knowledge absorption capability, and innovative work behavior of convenience store managers in Thailand; (2) to study the causal relationships of transformational leadership, organizational culture, knowledge sharing, and knowledge absorption capability with innovative work behavior of convenience store managers in Thailand; and (3) to study the model that supports the innovative work behavior of convenience store managers in Thailand. A questionnaire was used as a tool to collect data from the research sample group consisting of 500 people. The data were analyzed using the structural equation modeling (SEM). The research results showed that (1) the opinion on innovative work behavior was at the highest level, while the opinions on transformational leadership, organizational culture, Knowledge sharing, and knowledge absorption capability were at the high level; (2) the causal relationships of innovative work behavior of convenience store managers in Thailand were in harmony with the empirical data with value x2 = 75.307, df = 61, x2/df = 1.235, p-Value = 0.103, SRMR = 0.005, RMSEA = 0.022, GFI = 0.985, CFI = 0.999, NF I = 0.994; and (3) the model that supports the innovative work behavior of convenience store managers in Thailand was caused by the knowledge absorption capability and transformational leadership. When the indirect influences of variables affecting innovative work behavior of convenience store managers in Thailand were considered, it was found that the knowledge sharing variable had indirect influence via the knowledge absorption capability variable. Next in the order was the transformational leadership variable having indirect influence via the organizational culture variable, knowledge sharing variable, and knowledge absorption capability variable. Finally, the organizational culture variable had indirect influence via the knowledge sharing variable and the knowledge absorption capability variable.
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