Why should we strive to let them thrive? Exploring the links between homecare professionals thriving at work, employee ambidexterity, and innovative behavior
Abstract Background The concept of thriving at work (TAW) has received increased interest within health services research in recent years. TAW embraces employees’ experience of being energized and feeling alive when employed in an organization. However, previous research has been limited mainly to t...
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2025-01-01
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| Series: | BMC Health Services Research |
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| Online Access: | https://doi.org/10.1186/s12913-025-12293-9 |
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| author | Terje Slåtten Barbara Rebecca Mutonyi Gudbrand Lien |
| author_facet | Terje Slåtten Barbara Rebecca Mutonyi Gudbrand Lien |
| author_sort | Terje Slåtten |
| collection | DOAJ |
| description | Abstract Background The concept of thriving at work (TAW) has received increased interest within health services research in recent years. TAW embraces employees’ experience of being energized and feeling alive when employed in an organization. However, previous research has been limited mainly to the investigation of factors that promote TAW. Consequently, there is a lack of research linking TAW to potential outcomes. Based on this knowledge gap, this study aimed to examine links between TAW and two potential outcomes: employees’ individual innovative behavior (IIB) and employee ambidexterity (EA). Thus, the study contributes to a relatively neglected area, homecare, within the domain of health services research. Methods In this cross-sectional study, N = 258 Norwegian homecare professionals in nine municipalities were selected through convenience sampling. The conceptual model's results were analyzed using partial least-squares structural equation modeling with SmartPLS 3 software. The study tested both direct and indirect relationships. Indirect relationships were achieved through bootstrap. Results The main results from the empirical study can be summarized as follows: (i) TAW was found to be positively linked to both EA (b = 0.46) and IIB (b = 0.22); (ii) TAW and EA explained about 30% (R2 = 0.29) the variance in IIB; (iii) The relationship between TAW and IIB was found to be mediated by the EA; (iv) TAW was positively linked to each of the two dimensions that constitute EA. However, when comparing the individual strength of linkages, TAW was found to be most strongly linked to the exploitation dimension of EA (b = 0.50) and less strongly linked to the exploration dimension of EA (b = 0.35). Conclusions Employees’ level of TAW in homecare services is linked to desirable outcomes, as represented by EA and IIB in this study. Managers should be aware of the development and changes in their employees' TAW levels. Consequently, continuously monitoring and cultivating the TAW of individual employees to determine whether they experience a sense of being energized and feeling alive as members of the organization is an important practical implication. TAW is a key to essential outcomes. Managers should, therefore, strive to let all of their employees thrive. |
| format | Article |
| id | doaj-art-62a4794ca5594ccbaba06bac5e342803 |
| institution | Kabale University |
| issn | 1472-6963 |
| language | English |
| publishDate | 2025-01-01 |
| publisher | BMC |
| record_format | Article |
| series | BMC Health Services Research |
| spelling | doaj-art-62a4794ca5594ccbaba06bac5e3428032025-02-02T12:14:28ZengBMCBMC Health Services Research1472-69632025-01-0125111610.1186/s12913-025-12293-9Why should we strive to let them thrive? Exploring the links between homecare professionals thriving at work, employee ambidexterity, and innovative behaviorTerje Slåtten0Barbara Rebecca Mutonyi1Gudbrand Lien2Inland School of Business and Social Science, University of Inland NorwayKristiania University College, School of Economics, Innovation and TechnologyInland School of Business and Social Science, University of Inland NorwayAbstract Background The concept of thriving at work (TAW) has received increased interest within health services research in recent years. TAW embraces employees’ experience of being energized and feeling alive when employed in an organization. However, previous research has been limited mainly to the investigation of factors that promote TAW. Consequently, there is a lack of research linking TAW to potential outcomes. Based on this knowledge gap, this study aimed to examine links between TAW and two potential outcomes: employees’ individual innovative behavior (IIB) and employee ambidexterity (EA). Thus, the study contributes to a relatively neglected area, homecare, within the domain of health services research. Methods In this cross-sectional study, N = 258 Norwegian homecare professionals in nine municipalities were selected through convenience sampling. The conceptual model's results were analyzed using partial least-squares structural equation modeling with SmartPLS 3 software. The study tested both direct and indirect relationships. Indirect relationships were achieved through bootstrap. Results The main results from the empirical study can be summarized as follows: (i) TAW was found to be positively linked to both EA (b = 0.46) and IIB (b = 0.22); (ii) TAW and EA explained about 30% (R2 = 0.29) the variance in IIB; (iii) The relationship between TAW and IIB was found to be mediated by the EA; (iv) TAW was positively linked to each of the two dimensions that constitute EA. However, when comparing the individual strength of linkages, TAW was found to be most strongly linked to the exploitation dimension of EA (b = 0.50) and less strongly linked to the exploration dimension of EA (b = 0.35). Conclusions Employees’ level of TAW in homecare services is linked to desirable outcomes, as represented by EA and IIB in this study. Managers should be aware of the development and changes in their employees' TAW levels. Consequently, continuously monitoring and cultivating the TAW of individual employees to determine whether they experience a sense of being energized and feeling alive as members of the organization is an important practical implication. TAW is a key to essential outcomes. Managers should, therefore, strive to let all of their employees thrive.https://doi.org/10.1186/s12913-025-12293-9Thriving at workEmployee ambidexterityExplorationExploitationInnovative behaviorHomecare professionals |
| spellingShingle | Terje Slåtten Barbara Rebecca Mutonyi Gudbrand Lien Why should we strive to let them thrive? Exploring the links between homecare professionals thriving at work, employee ambidexterity, and innovative behavior BMC Health Services Research Thriving at work Employee ambidexterity Exploration Exploitation Innovative behavior Homecare professionals |
| title | Why should we strive to let them thrive? Exploring the links between homecare professionals thriving at work, employee ambidexterity, and innovative behavior |
| title_full | Why should we strive to let them thrive? Exploring the links between homecare professionals thriving at work, employee ambidexterity, and innovative behavior |
| title_fullStr | Why should we strive to let them thrive? Exploring the links between homecare professionals thriving at work, employee ambidexterity, and innovative behavior |
| title_full_unstemmed | Why should we strive to let them thrive? Exploring the links between homecare professionals thriving at work, employee ambidexterity, and innovative behavior |
| title_short | Why should we strive to let them thrive? Exploring the links between homecare professionals thriving at work, employee ambidexterity, and innovative behavior |
| title_sort | why should we strive to let them thrive exploring the links between homecare professionals thriving at work employee ambidexterity and innovative behavior |
| topic | Thriving at work Employee ambidexterity Exploration Exploitation Innovative behavior Homecare professionals |
| url | https://doi.org/10.1186/s12913-025-12293-9 |
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