Promoting innovative work behavior via agile HRM: The influence of employee value co-creation and top management championship

BackgroundThe evolving corporate landscape necessitates innovation in workplace practices to maintain a competitive advantage. Agile Human Resource Management (HRM) is increasingly recognised as a driver of innovative work behaviour, particularly in the education sector.ObjectiveThis study examines the impact of agile HRM on innovative work behaviour in Pakistan's education sector. It explores the mediating role of employee value co-creation and the moderating effect of top management championship in this relationship.MethodsA survey-based quantitative research design was employed, utilising snowball sampling to collect data from faculty members in private, public, and semi-government universities in Pakistan. Structural equation modelling (SEM) via Smart PLS 4.0 was used for hypothesis testing.ResultsThe findings indicate a strong positive relationship between agile HRM and innovative work behaviour. Employee value co-creation significantly mediates this relationship, emphasising the importance of collaboration. Furthermore, top management championship moderates the relationship between agile HRM and employee value co-creation, highlighting the critical role of leadership support.ConclusionThe study highlights the importance of agile HRM strategies in fostering innovation within the education sector. It provides insights for HR policymakers and institutions aiming to foster workplace creativity through adaptive HRM practices and strong leadership support.