Political Skill and Role Overload as Antecedents of Innovative Work Behavior in the Public Sector

Nicholas Clarke; Malcolm Higgs

doi:10.1177/0091026019863450

Political Skill and Role Overload as Antecedents of Innovative Work Behavior in the Public Sector

Nicholas Clarke^*, Malcolm Higgs

^*Corresponding author for this work

Research output: Contribution to journal › Article › peer-review

19 Citations (SciVal)

Original language	English
Pages (from-to)	444-469
Number of pages	26
Journal	Public Personnel Management
Volume	49
Issue number	3
DOIs	https://doi.org/10.1177/0091026019863450
Publication status	Published (VoR) - 1 Sept 2020

Funding

The author(s) disclosed receipt of the following financial support for the research, authorship and/or publication of this article: The authors would like to thank the NHS Thames Valley and Wessex Leadership Academy for funding this research.

Funders	Funder number
NHS Thames Valley and Wessex Leadership Academy

Keywords

HRM
innovation
organizational behavior

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10.1177/0091026019863450

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Political Skill and Role Overload as Antecedents of Innovative Work Behavior in the Public Sector

Funding

Keywords

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