Connecting P[erceived Dissimilarity and Innovative Work Behavior: The Roles of Felt Inclusion and a Climate for Inclusion

Abstract

Seeking ways to stimulate an employee’s innovative work behavior (IWB) and managing adverse consequences of perceived dissimilarities in teams due to workforce diversification, are two themes of continuing interest in psychological research. Nevertheless, to date, their possible relationship received relatively little attention. This study examines whether perceived dissimilarity and IWB are related via lowered feelings of inclusion. Furthermore, the buffering role of a perceived climate for inclusion is investigated. A cross-sectional survey involving 147 employees (aged 20-65) working in the Netherlands assessed employees’ perceived surface- and deep-level dissimilarity, felt inclusion, IWB, and perceived climate for inclusion. Data were collected through selective sampling and analysed using mediation and moderated mediation analyses in SPSSv.28 and PROCESSv.3.5.2. Results indicated that as perceived dissimilarity in age and deep-level attributes increased, feelings of inclusion and consequently employees’ engagement in IWB decreased. Furthermore, a positive climate for inclusion buffered the negative relationship with felt inclusion for perceived age dissimilarity, but not for all other types of perceived dissimilarity. However, a positive inclusion climate increased feelings of inclusion and engagement in IWB for all employees, regardless of their perceived (dis)similarity. These findings imply that IWB can be stimulated through inclusion, by fostering a climate for inclusion. This study contributes to our understanding of these relationships. Future research could supplement this understanding, by focusing on differing perceptions about all constructs at hand, longitudinal effects of feeling dissimilar on feelings of inclusion and IWB, and possible moderators that affect the relationship between felt inclusion and engagement in IWB.