Impact of self-monitoring personality on workplace innovative behavior: evidence of moderating and mediating effects

Purpose Understanding the underlying mechanisms through which self-monitoring affects innovation, organizations can better understand the psychological profiles that contribute to an innovative workforce. Despite their importance, empirical studies on these themes are lacking. This study aims to fill this gap by providing evidence on a set of relationships among self-monitoring personality (SMP), individual resilience behavior (IRB), individual global mindset (IGM) and workplace innovative behavior (WIB) in the UAE context. Design/methodology/approach Building on Job demands–resources (JD-R) framework with self-determination theory (SDT), the study builds and validates a conceptual model that tests how SMP, IGM and IRB impact the development of WIB. The authors tested the conceptual model using structural equation modeling, complemented by PROCESS Macro analyses, based on survey data collected from 250 working employees in the UAE. Findings The study finds a direct and positive link between SMP and WIB. Furthermore, IRB partially mediates the SMP – WIB relationship. Moreover, IGM positively moderates both the SMP – WIB and IRB – WIB relationships. Practical implications The research findings advocate that managers should foster a culture of innovation by promoting collaboration among diverse functional teams and implement resilience training programs to support innovation and sustain performance. Originality/value To the best of the authors’ knowledge, this study is the first to offer an empirical insight on a set of relationships among SMP, IRB, IGM and WIB. Rather than offering another moderation-mediation logic, this study advances personality–innovation research by explaining the motivational (SDT) and behavioral (JD-R) transformation of self-monitoring into innovative behavior through resilience mechanisms, contingent on global cognitive orientation.