The double-edged sword effect of workplace loneliness on innovative behavior: a perspective grounded in theory on contingencies of self-worth

Purpose The purpose of the study was to investigate both the positive and negative effects of workplace loneliness on innovative behavior. By applying the unified theory on contingencies of self-worth, the study aimed to integrate these effects into a single framework, thereby confirming the presence of the double-edged sword effect of workplace loneliness on innovative behavior. Design/methodology/approach A survey was conducted among enterprises across China, involving 246 employees. Hierarchical regression analysis was utilized to test the moderating hypotheses. Additionally, the mediating effects and the moderated mediation effects were further explored using the bootstrapping method. Findings The results indicated that workplace loneliness positively influenced innovative behavior through the desire to prove ability, with the promotion regulatory focus enhancing this relationship. Conversely, workplace loneliness negatively influenced innovative behavior through self-handicapping, with the prevention regulatory focus intensifying this relationship. Practical implications The findings revealed that workplace loneliness exerts a double-edged effect on innovative behavior. Lonely employees can enhance their sense of self-worth by engaging in domain switching, thereby alleviating feelings of loneliness. Originality/value The research confirmed a novel perspective: workplace loneliness can promote innovative behavior by influencing employees’ desire to prove ability. It also revealed the double-edged sword effect of workplace loneliness on innovative behavior. Based on these findings, employees experiencing loneliness can enhance their self-worth and alleviate feelings of loneliness through domain switching.