Innovation Culture, Work Engagement, and Perceived Organizational Support in Fostering Innovative Behavior: A Multilevel Study

Abstract

Organizations increasingly need to foster employee innovation to remain adaptive and competitive in dynamic work environments. This study examines the multilevel relationships among innovative culture, work engagement, perceived organizational support, and innovative behavior among professional assessors in Indonesia’s Professional Certification Bodies. A quantitative cross-sectional survey was conducted involving 450 assessors from 45 certification bodies. Data were collected using validated measurement scales and analysed through Multilevel Structural Equation Modelling (MSEM) to simultaneously assess organizational- and individual-level relationships. The findings show that work engagement positively influences innovative behavior, with perceived organizational support strengthening this relationship. Innovative culture enhances work engagement but does not directly influence innovative behavior or operate through work engagement as a mediator. These results highlight the importance of employee engagement and organizational support in fostering innovation, extending job demands–resources theory and organizational support theory through a multilevel perspective. The findings contribute to the organizational behavior and innovation literature by providing empirical evidence from professional certification institutions and offer practical implications for strengthening employee engagement and organizational support to encourage workplace innovation.