How Organizational Innovation Climate Affect Engineering Innovation Capability in Engineering Owner: Considering the Roles of Supervisory Support and Employees' Self-efficacy

Abstract

In today's rapidly evolving technological landscape, fostering innovation is essential for organizations, particularly in engineering sectors where complex problem-solving is vital for success. Understanding the dynamics between organizational climate and employee capabilities provides valuable insights for enhancing performance and maintaining a competitive advantage. This study examines the impact of organizational innovation climate (OIC) on engineering innovation capability (EIC), focusing on the mediating role of self-efficacy and the moderating effect of supervisory support. Data were collected from employees working in engineering project contexts, where innovation is critical due to the technical and complex nature of tasks. The results demonstrate that a supportive innovation climate directly enhances employees' innovation capabilities. Furthermore, self-efficacy acts as a partial mediator in this relationship, highlighting the role of individual confidence in driving innovation. Supervisory support positively moderates the relationship between innovation climate and self-efficacy, reinforcing the importance of leadership in fostering an environment conducive to innovation. This research offers theoretical insights into the interplay between organizational climate and individual performance, contributing to the literature on innovation management. Additionally, it holds practical value for organizations seeking to cultivate a robust innovation culture, ultimately driving enhanced performance and competitiveness in the engineering domain.