Abstract
This study examines the effects of high-performance work systems (HPWS) on employees’ innovative work behaviour (EIWB), with particular emphasis on the mediating roles of leader–member exchange (LMX) and employee voice behaviour (EVB). Drawing on Social Exchange Theory (SET), the study conceptualises HPWS as organisational signals of support and investment that foster reciprocal employee responses. Specifically, HPWS are expected to enhance the quality of leader–member relationships, characterised by trust, mutual respect, and obligation, which in turn facilitate open communication and discretionary behaviours such as voice and innovation. In doing so, this research advances existing literature by positioning EVB as both an outcome and a mediating mechanism, recognising its central role in knowledge exchange, idea generation, and organisational improvement.
Empirical data would be collected from frontline employees in telecommunication firms using a two-wave, time-lagged design to reduce common method bias. At Time 1, data on perceived HPWS, LMX, and demographic variables will be obtained, while Time 2 captured EVB and EIWB. The proposed hypotheses were tested using Partial Least Squares Structural Equation Modelling (PLS-SEM), supported by confirmatory factor analysis to establish measurement validity and reliability.
Preliminary findings are expected to indicate that HPWS positively influence EIWB through indirect pathways involving LMX and EVB. In particular, high-quality LMX relationships appear to function as a critical relational conduit through which organisational practices are translated into behavioural outcomes. Furthermore, EVB is anticipated to serve as a key behavioural mechanism linking relational exchanges to innovative performance, thereby offering a more nuanced understanding of the HRM–innovation “black box".
This study makes three key contributions. First, it extends HPWS literature by unpacking the relational and behavioural mechanisms underpinning innovation outcomes. Second, it integrates LMX and EVB within a unified, sequential mediation framework, providing a multi-layered explanation of employee behaviour. Third, it offers practical insights for managers by highlighting the importance of fostering high-quality supervisor–subordinate relationships and encouraging employee voice to unlock innovation potential. The study also aims to open avenues for further exploration of contextual and boundary conditions shaping these relationships.