This article aimed to analyze the direct and indirect impact of diversity management on innovative behavior through employee engagement and affective commitment. The sample used in this study came from a survey of 225 respondents who were employees of one of the prestigious universities in Mashhad. The data was gathered using a questionnaire and analyzed by structural equation modeling with Warp PLS 5. This research verified the direct effect of diversity management on employee innovative behavior. Moreover, results show that diversity management predicts employees’ affective commitment and employee engagement. The impact of affective commitment and employee engagement on employees’ innovative behavior was confirmed, too. The results show that diversity management, affective commitment, and employee engagement predict each phase of idea generation, idea promotion, and idea implementation. Based on this study, we recommend that human resource practices should institutionalize effective diversity management like training, employment, progression, and promotion. Furthermore, the high level of employee engagement and affective commitment could be considered by universities to increase innovative behavior. The current research addresses a gap in the current literature in the diversity management and innovative behavior context by employing different theoretical bases, including Social Exchange Theory and Institutional Theory.

Today, increasing competition and rapid changes in businesses have made innovation imperative for all organizations. An important and decisive factor in increasing organizational innovation and gaining competitive advantage is the employees’ innovative behavior. Meanwhile, the behavior of organization leaders and the climate of the work environment are of vital importance in cultivating employees’ innovative behaviors. The present research aimed to investigate the effect of entrepreneurial leadership on employees’ innovative behavior with the mediating role of innovation climate and ethical climate. The research is applied in purpose and descriptive-correlational in data collection methodology. The statistical population consists of employees of knowledge-based small and medium-sized enterprises (SMEs) in East Azerbaijan province. The sample size was determined at 134 people using G-Power 3.1 software, and the participants were selected by the convenience sampling method. Data were collected using a standard questionnaire whose validity was confirmed by content validity and whose reliability was estimated by Cronbach’s alpha. The hypotheses were also tested using structural equation modeling in SMART PLS 4 software. The results showed the positive and significant effect of entrepreneurial leadership on the employees’ innovative behavior. Also, the mediating role of innovation climate and ethical climate in the relationship between entrepreneurial leadership and employees’ innovative behavior was confirmed. The results have important implications for SME managers who are looking for ways to increase innovative behavior among their employees.

As one of the characteristics of the organization, work stress will affect the psychological state of employees and cause them to behave differently from the non-stress situation. Challenging stressors refer to the stressors that employees consider useful concerning work experience to create opportunities for personal growth. A hindrance stressor is a stressor that interferes with or hinders an individual’s ability to achieve valuable goals. Work stress refers to all types of pressures that are perceived by employees to significantly affect the development of an individual’s career in a work setting. Stress is the result of unmet needs, and due to their ability to cope with stress, different individuals have different stress experiences when individuals are in a state of imbalance between demand and capacity. Nowadays, emotional exhaustion, job burnout, and job performance are regarded as the results of job stress. In this regard, the main goal of the current research is to investigate the impact of challenging and hindrance stressors on the innovative behavior of employees with the mediating role of work engagement. 

Design/Methodology/Approach:

 The research is applied in terms of purpose and descriptive in terms of method, and according to the population of 400 people based on Morgan's table, the data was collected from a sample of 196 employees of Zal Iranian Company in Tehran. Sampling was done in a simple random way, and the information was obtained using the method of library studies and questionnaires. To analyze the collected data, the structural equation model was used, which includes confirmatory factor analysis, structural models, path analysis, and multiple regressions.  Also, the questionnaire was used to collect data, and Structural Equation Modeling (SEM) was used to analyze data. PLS-SEM is suitable for building exploratory theory studies that identify the drivers of a construct. PLS-SEM is suitable for testing the proposed hypotheses, and the proposed framework of the current study promotes the construction of exploratory theory instead of theory testing. Finally, the current study adopted Kaiser, Mayer, and Olkin's sampling adequacy criterion and Bartlett's test regarding the appropriateness of the sample size for factor analysis. The amount of sig was calculated to be less than 5% and the KMO index was 0.785, and the number for this index shows the adequacy of sampling to perform exploratory factor analysis. 

The results showed that challenging stressors have a positive and significant effect on the innovative behavior of employees through the mediation of work engagement.  Hindrance stressors have a negative and significant effect on the innovative behavior of employees through the mediation of work engagement. Challenging stressors have a positive and significant effect on the innovative behavior of employees. Hindrance stressors have a negative and significant effect on the innovative behavior of employees. Work engagement has a positive and significant effect on the innovative behavior of employees. Challenging stressors have a positive and significant effect on work engagement. Hindrance stressors have a negative and significant effect on work engagement. Discussion and

Challenging stressors can promote the generation of innovative ideas and behaviors of employees, and then improve employees’ innovation performance, that is, challenging stressors have a positive influence on innovation performance. Also, this study enriches the existing literature by identifying the impact of stressors on employee innovation behavior and has certain practical significance for optimizing the management of enterprises and improving employee innovation behavior. In management practice, managers should pay more attention to employees’ challenge-hindrance stressors, reasonably set challenging tasks for employees, ensure sufficient task complexity, and challenge expectations for employees.

The purpose of this study was explaining the effect of visionary leadership on innovative behavior experts of the ministry of youth and sports of iran with the mediating role of knowledge sharing. The research method was descriptive survey and it is one type of apply research. The statistical population included all employees the ministry of sports and youth that their number was 400 people through proportional stratified random sampling, and 200 people were selected as statistical sample. For data collection we used to three questionnaires of visionary leadership arias (2007) knowledge sharing de vries, van den hooff, and de ridder (2006), innovative behaviour scott and bruce (1994). For data analyze, we used to structural equation modeling (SEM) and path analysis by the amos24 software. The results showed a significant and positive relationship between visionary leadership with innovative behaviour. Also, the knowledge sharing variable mediating the relationship between visionary leadership and innovative behavior of employees. In sports organizations, visionary leadership is associated with employee innovation; however, this effect is conditional on sharing knowledge. So that the visionary leadership predicts about 0.11 and knowledge sharing about 0.45 of the changes in employee behavioral innovation. Therefore, top managers and leaders of sports organizations should move towards the acquisition of skills and abilities of insight and vision and establish a culture of knowledge sharing among colleagues to cause innovative behavior of employees and achieve the performance of sports organizations.

The purpose of this study is to investigate affect factors on employees behaviors ambidexterity with a multi-level approach. The research method is descriptive-survey. The statistical population of this research is 17000 employees of 20 companies from petrochemical companies based in Mahshahr Special Economic Zone. In this study, Chen, Gowley and Eden (2001), Mam et al (2009), Jansen (2000), Patel and colleagues (2013) used questionnaires to measure self-efficacy, behavioral bias, innovative behavior, and high performance work system, respectively. Is. The results of this study showed that self-efficacy has a positive and significant effect on ambidexterity at individual level. Also, Individual ambidexterity has shown a positive and significant effect on the innovative behavior of employees. At the organizational level, the effect of the high performance work system, self-efficacy and innovative behavior of employees was confirmed. It was also found that a high performance work system moderates the effect of self-efficacy on Individual ambidexterity and also high performance work system moderates the effect of Individual ambidexterity on innovative behavior of employees. This study showed that personality traits along with the organizational variable of the high performance work system can enhance the Individual ambidexterity in their work and thus lead to a recurring improvement of the staff.

Nowadays, rural planning is considered as one of the most important activities of development agents and planners. Based on this, in order to achieve the goals of rural development, the Agricultural Jihad organization should be able to develop its programs and activities to improve the level of awareness and professional skills of the villagers. The purpose of the research is to investigate the role of sustainable leadership and creative self-efficacy of employees as a result of IBE. The current research is applied in terms of purpose and descriptive-survey in terms of nature and method. The statistical population was (600) agricultural Jihad agents, who were selected by simple random method using the Cochran 234 formula. The data collection tool was a questionnaire that had good validity and reliability. The results of the hypotheses indicated that stable leadership has a strong, direct and indirect and significant effect on the IBE, stable leadership has a strong, direct and significant effect on the creative self-efficacy of employees, and also the creative self-efficacy of employees has a weak, direct effect on the IBE. And it is significant that finally the role of the mediator was also confirmed. With the designed model, it can be expected that the aforementioned department can improve the IB of agricultural jihad agents in the direction of rural development by increasing the level of its sustainable leadership, and if it wants to be more effective, it should be able to pay attention to the mediating role of creative self-efficacy.

The goal of this research is the evaluation of knowledge management strategies which impact to innovative behavior personnel in workplace. Statistical community includes all human source bosses and assistants in Mazandaran public universities which their numbers were 105 totally. The number of statistical sample was evaluated 82 individuals by using Cochrane equation. To gather data, a questionnaire was used which is provided by researcher and composed of 35 components and 30 professionals confirmed its contextual and formal validity.its reliability was obtained more than 0.7 in introductory test which 30 items were studied for all variables, which this value is acceptable level. To analysis descriptive statistical data and inference them, regression test in SPSS software is used. According to data, all strategies in knowledge management impact to personnel innovative behavior in workplace which include knowledge management strategy, knowledge allocation, knowledge creation, knowledge application and data store strategies.

Innovation depends on people's willingness towards innovative behavior and can be affected by various factors. Therefore, the aim of this study was to Explanation the role of organizational cohesiveness in explaining the relationship between abusive supervision and employees’ innovative behavior.
This study is a descriptive-survey based on the method with applied goal. The sample included 224 employees of Shiraz University of Medical Sciences in 2015 who were selected using random sampling method. The research tool was the scales of abusive supervision, innovative behavior and measurement of organizational cohesiveness whose validity was significant based on Spearman correlation coefficient and their reliability was calculated using Cronbach's alpha coefficient to be higher than 0.70. To analyze the data, descriptive and inferential statistics especially the structural equation model, were used.
Abusive supervision has a significant negative impact on organizational cohesiveness. In addition, organizational cohesiveness has a significant positive impact on employees’ innovative behavior. Therefore, the organizational cohesiveness has an intermediary role in the relationship between abusive supervision and employees’ innovative behavior.
Managers of health-based organizations must increase the willingness of their employees to stay with the organization, improve their performance and contribute to the development of the organization with their behavior in order to increase motivation for innovation in the staff.

The main goal of this study is to explain relationship between variables by Multi level approach. This study explored the relationship between Transformational leadership style and work group relationships with problem solving styles and innovative behavior. The sample consisted of 383 employees of Fars State Municipality who were selected through stratified random sampling.HLM out puts showed that there was a significant Multi level relationship between variable in individual and group levels. Simple and multiple correlations were used to analyze the data. The results indicated a significant positive correlation among all the (antecedent predictive) variables and problem solving styles and innovative behavior. In addition, the results indicated that work group relationships had the most important role in predicting problem solving styles and innovative behavior.

The purpose of this study was the effect of organizational governance on employees innovative behavior in ministry of sports and youth of iran with role modertor trust orgonazition. The research method was descriptive survey and it is one type of apply research. The statistical population included all employees the ministry of sports and youth that their number was 400 people through proportional stratified random sampling, and 230 people were selected as statistical sample. For data collection we used to three questionnaires of innovative behaviour scott and bruce (1994), organizational governance hatamleh (2017), and orgonazition trust paliszkiewicz (2010). For data analyze, we used to structural equation modeling (SEM) and path analysis by the amos24 software. The results of the research showed that there is a positive relationship between organizational governance and innovative behavior. Also, the role of organizational trust moderating variable in the relationship between the dimensions of organizational governance and innovative behavior is confirmed. Therefore, managers of sports organizations, along with the necessary steps to improve organizational governance indicators, should try to make changes in the structure, processes, culture, technology and their strategies, strengthen trust in the organizational space and provide stakeholders with trust in the organization, to cause the updated their employees' innovative behavior.