THE IMPACT OF ORGANIZATIONAL SUPPORT AND EMPLOYEE CREATIVE SELF-EFFICACY ON INNOVATIVE WORK BEHAVIOR: A COMPARATIVE ANALYSIS BETWEEN PUBLIC AND PRIVATE HIGHER EDUCATION INSTITUTES

Abstract

This study investigates how the organizational climate for innovation (OCI), creative self-efficacy (CSE), and leader-member exchange (LMX) affect innovative work behavior (IWB) among faculty members in selected higher education institutions in Peshawar, encompassing both public and private sectors. Grounded in social exchange theory, the research explores the relationship between organizational and individual factors and innovation within academic contexts. A quantitative research approach was employed, using a structured questionnaire to collect data from 214 faculty members at IMS (public) and CECOS (private). Data were analyzed using SPSS, applying statistical techniques such as reliability tests, correlation analysis, multiple regression, and independent samples t-tests. The results indicated that CSE had a strong positive impact on IWB, while LMX showed a modest influence. OCI did not significantly predict IWB. Additionally, IWB differed significantly between institutions, with private-sector faculty scoring higher than their public-sector counterparts. This research offers both theoretical and practical insights for fostering innovation among faculty in higher education institutions.