How Psychological Capital Promotes Innovative Behavior: A Mutilevel Modeling

Based on conservation of resources theory, this study explores the impact of employee psychological capital on innovative behavior and the role of job embeddedness and internal social capital in this process. The results of cross-level data analysis show that psychological capital can effectively predict employee innovative behavior; psychological capital predicts employee innovative behavior through job embeddedness; internal social capital not only moderates the impact of psychological capital on job embeddedness, but also moderates the indirect relationship of psychological capital affecting innovative behavior through job embeddedness. The results of this study reveal the underlying mechanisms of how employees’ psychological capital drive innovative behavior from the perspective of social relationships resources and provide new ideas for effectively guiding enterprise innovation management practice.


Introduction
With the globalization of competition and the advent of the cloud computing internet era, continuous innovation has become an important tactic for enterprises to cope with dynamic and complex changes [1]. As a unique organizational asset, the success of an organization is increasingly inseparable from the creativity and innovative behavior of employees at work [2], so how to effectively inspire employees' innovative behavior has always been an important issue of concern in the theoretical and practical circles and has led to a lot of researches.
Throughout this research, more and more researches have been conducted on the relationship between individual psychological capital and innovative behavior in recent years [3] [4]. Psychological capital mainly refers to the positive state of psychological development at the individual level [5], and studies have been conducted from cognition [6] [7], emotions [8] and behavior [9] to explore the impact of psychological capital on innovation behavior, but less on the perspective of social relationships. According to conservation of resources theory, relationships as an important aspect of an individual's available resources greatly affect individual behavior [10].
Job embeddedness reflects the relationship between employees and organizations, mainly about the collection of various elements that prevent employees from leaving the organization [11]. The higher the level of embeddedness between employees and organizations means that the relationship between employees and their surroundings, including colleagues, will be closer, the environment in which employees work will be more matched and adapted and the more sacrifices will arise if employees leave the current working environment [12]. Past researches have found that job embeddedness has a positive predictive effect on individual attitudes and subsequent behavioral performance [13] [14] [15]. Individuals with high psychological capital, in order to obtain more resources, will enhance their ties with colleagues, improve the matching between individuals and organizations, and show more organizational behavior, so this study suggests that psychological capital may affect employee's innovative behavior via the mediating effect of job embeddedness.
In addition to the fact that job embeddedness affects an individual's innovative behavior, the relationship between the individual and the team may also be an important factor affecting their innovative behavior. Internal social capital reflects the capital associated with the organization's internal relationships and can contribute to the achievement of organizational members' goals [16]. Studies have shown that this variable greatly affects the relationship between individuals and work and subsequent behavioral performance [17] [18]. Whereas the high internal social capital, informal relations of internal members were originally high, members have common values and visions. Under pressure, employees with high psychological capital believe in corporate decision-making, and are more willing to maintain close relationships with the enterprise and show more behaviors that are in line with the interests of the company. Therefore, this study considers the higher the internal social capital, the more the employee's psychological capital may affect the innovative behavior through job embeddedness.
In short, based on conservation of resources theory, this study is from the perspective of relational resources and incorporates job embeddedness and internal social capital to explore how the interaction between psychological capital and internal social capital affects the innovative behavior of employees. Our research makes several important contributions, such that, our research will help clarify underlying mechanisms of how employees' psychological capital drive X. L. Lan American Journal of Industrial and Business Management innovative behavior, on the other hand, our research can effectively guide the practice of innovation management.

The Effects of Psychological Capital on Innovative Behavior
Psychological capital is broadly defined as a positive psychological development state, characterized by self-efficacy, hope, optimism and resiliency at the individual level. Specifically, self-efficacy means having confidence and effort to complete difficult tasks, optimism refers to the positive attribution of success to the present and positive expectations for future success. Hope means insisting on the goal and, if necessary, to find a way to achieve the goal. Resiliency refers to adapt and rebound even beyond stress to achieve success under problems and setbacks [19] [20]. Consistent with conservation of resources theory, individuals have the motivation to protect their existing resources and acquire new resources [21]. We suggest that as a kind of personal resource [22], psychological capital not only has an intrinsic incentive for employees, such that individuals with high psychological capital can better resist work stress and it is not easy to cause emotional exhaustion, but also gives rise to incentive gains, improve individual motivation and job performance [22] [23]. Past research suggests that psychological capital positively affects employees' positive attitudes and positive behaviors [24], such as career well-being [25] [26], organizational commitment and organizational citizenship behavior [27] [28]. Innovative behavior is a provocative and challenging role-external behavior, reflecting the individual's willingness to change his or her current situation, including the formation, promotion and implementation of innovative ideas [29] [30]. Specifically, innovative measures are often accompanied by high risks and uncertainties. Individuals with high psychological strength are required to advance. Innovation challenges require employees to cope with self-efficacy. The innovation process requires employees to be full of hope. Innovation results require employees to be optimistic. Innovation pressure requires employees to be resiliency. Therefore this study proposes the following: Hypothesis 1: Psychological capital is positively related to innovative behavior.

Job Embeddedness as a Mediator
Job embeddedness mainly refers to the degree of fit between employees and organizations [31]. It is generally believed that job embeddedness is mainly composed of three dimensions: 1) links reflect various formal or informal relationships between employees and organizations; 2) fit refers to the degree of matching and compatibility with interests and values of the organization which perceived by employees; and 3) sacrifice refers to the material and psychological losses that employees face when leaving the current organization [11]. Studies have shown that job embeddedness is not only effective in predicting employee turnover intentions and turnover behavior [11], but also effectively explains em-X. L. Lan American Journal of Industrial and Business Management ployee performance and organizational citizenship behavior [14] [32].
According to conservation of resources theory, in order to obtain additional resources, psychological capital is invested as an effective resource in positive role behavior [33]. First, optimistic and hopeful employees believe that the problems encountered at work can always be solved [5], and they are also optimistic about the future development of the organization, so it is more likely to have a love for the organization. Second, in order to increase their connection with the organization, they are also more willing to establish formal or informal relationships with organizations to make their social networks more compact [11]. Finally, employees whit high self-efficacy, hope and resiliency are more willing to devote themselves to their current work [5], and are more willing to proactively improve their match with the organization to adapt to the organizational environment. Therefore this study proposes the following: Hypothesis 2a: Psychological capital significantly positively affects job embeddedness.
Secondly, Halbesleben et al. [34] first defined job embeddedness as a rich resource for employees, including 1) links is a kind of relationship resource of employees; 2) fit means the consistency of employee's career goals and values with work requirements and organizational culture; 3) sacrifice reflects the importance principle of preventing resource loss in conservation of resources theory.
Employees with a higher level of job embeddedness represent a greater degree of association and compatibility with their organization, and a greater loss of resources if they abandon their current work [11]. In accordance with conservation of resources theory, if the level of job embeddedness is increased, employees will be more willing to take the initiative to show positive role behaviors to show the value of the organization to ensure that their current job returns are not reduced and strengthen their employment security (resource protection) [35]. As a role outside behavior of forming, promoting and applying new ideas, innovative behavior is often seen as a positive expression of organizational citizenship behavior, making it easier to obtain higher performance evaluations (resources) [36]. Based on this, employees with a high level of job embeddedness are more willing to acquire valuable resources by implementing innovative behaviors. Therefore this study proposes the following: Hypothesis 2b: Job embeddedness significantly positively affects innovative behavior.
Furthermore, individuals with high psychological capital have more trait resources. So they are more resistant to stress, and are less vulnerable to resource loss. In the context of encouraging innovation, in order to obtain more resource reserves, it is wise to adapt to the company's policies, to choose the behavior that is most beneficial to themselves, to conduct more interaction with the colleagues of the company, to actively adjust themselves to match the organization, to stand on the same line with the organization at the critical moment, to actively cooperate with the development of the enterprise's innovation work, and to propose X. L. Lan American Journal of Industrial and Business Management innovative ideas and show innovative behavior. Therefore this study proposes the following: Hypothesis 2c: Job embeddedness plays a mediating role in the relationship between psychological capital and innovative behavior.

Internal Social Capital as a Moderator
Social capital, as a manifestation of social associations, arises from the social relationships embedded in organizations or individuals and it can be embodied in social networks [37] and it contains shared values, norms and trusts in social networks [38]. Contrary to the external social capital formed by external social relations, internal social capital is generated by the internal bond of the organization, which can promote organizational coordination and mutually beneficial cooperation [39], giving the organization cohesiveness and promoting the achievement of the overall goal of the organization [17]. Literature studies show that corporate internal social capital can promote product innovation [40], organizational performance [41] [42] and knowledge flow [43].
As a positive psychological resource, psychological capital can play an important role in relieving individual stress [44] [45]. Base on conservation of resources theory, in the face of pressure, employees often look for opportunities to maintain and actively acquire new resources. Internal social capital stabilizes a American Journal of Industrial and Business Management these arguments, compared with the organization of low internal social capital, the impact of employee psychological capital on job embeddedness is stronger under high internal social capital conditions. Therefore, this study proposes the following: Hypothesis 3a: Internal social capital moderates the relationship between psychological capital and job embeddedness such that the relationship is stronger when the internal social capital is higher versus lower.
Furthermore, in the organization of high internal social capital, employee psychological capital has a stronger role in promoting job embeddedness. High job embeddedness makes employees quickly familiar with organizational work procedures, masters the learning system, and is more adept at discovering organizational problems. And high job embeddedness makes it easier to obtain effective information and communicate with people, so the generation, promotion and practice of employee innovation ideas are easier to carry out. In contrast, in the organization of low internal social capital, psychological capital has a weak promotion effect on job embeddedness. The lower job embeddedness makes the connection between employees and organizations loose. The overall values and goals of the organization cannot be closely consistent with the employees, while the individual leaves the organization. The losses that will be faced are also small, so employees tend to be more alienated from the organization, and the willingness to find problems and engage in innovative thinking and practice is smaller. Therefore this study proposes the following: Hypothesis 3b: The indirect effect of psychological capital on innovative behavior via job embeddedness is moderated by internal social capital such that the indirect effect is stronger when internal social capital is higher versus lower.
Theoretical model of this study is shown in Figure 1.

Sample and Procedures
This study used a multi-source and paired tracking questionnaire to collect data from the South China region. Business leaders come from EMBA and MBA students who have graduated from a business school and have graduated or are connected through other collaborative projects. Contact the randomly selected sample leader by telephone, email, etc., and obtain the contact information of

Measures
In order to ensure the reliability and validity of the measured variables, this study used the maturity scale used in the previous literature. A two-way translation program was used for the English scale [48], and Chinese translations were repeatedly considered and modified to ensure a more accurate representation of the original scale. At the same time, the reliability and validity of the measurement scale used were examined. The Cronbach's α value is usually used to test the reliability of the measurement scale. The general Cronbach's α value is greater than 0.7, indicating that the reliability of the meter reaches an acceptable level [49]. Through the confirmatory factor analysis (CFA) test scale validity, the fitting index used in this study and the well-fitted judgment criteria are as follows: the chi-square degree of freedom ratio (χ 2 /df) is less than 2 and it is acceptable when less than 5; the comparative fit index (CFI) is greater than 0.9; the Tucker-Lewis index (TLI) is greater than 0.9; the standardized root mean square residual (SRMR) is less than 0.08; root mean square error of approximation (RMSEA) is less than 0.08 [50]. Control Variables. In order to exclude the influence of other factors, we control the personal characteristics that may affect employees' psychological capital, job embeddedness and innovative behavior, including demographic variables such as gender and age.
The above scales all use the Likert 5 point method, 1 means "very disagree", 5 means "very agree", and the statistical analysis software used is Mplus7.4 and SPSS 23.0.

Discriminant Validity Analysis Test between Variables
The common method bias was tested by Harman's one-factor test, and the results of unrotated factor analysis were obtained by exploratory factor analysis (EFA). If there are the following two cases: either only precipitation factor or the interpretation of the first factor is very strong, it can be concluded that the common method bias is not effectively controlled [53]. The results showed that a total of 13 factors were precipitated, and the first factor before the rotation explained 17.84% of all the variation, which was much lower than half of the total variation explained, indicating that the common method bias was controlled effectively in this study.
At the same time, the confirmatory factor analysis (CFA) is used to test the discriminant validity between the variables. The fitting indicators are shown in Table 1. As can be seen from Table 1, the fitting indicators of the four-factor model are better than the other three models, it shows that the discriminant validity of each variable in this study is better.

Descriptive Statistical Analysis Results
The means, standard deviations, correlations and Cronbach's α value of the variables involved in this study are shown in Table 2. The data showed that psychological capital was positively correlated with job embeddedness, and the effect value was significant (r = 0.45, p < 0.01). Psychological capital was positively correlated with innovative behavior, and the effect value was significant (r = 0.24, p < 0.01). Job embeddedness is also positively correlated with the innovative behavior, and the effect value is also significant (r = 0.21, p < 0.01). The descriptive statistical analysis results preliminarily indicate that there is a relationship between the variables as assumed, indicating that further hypothesis testing can be performed.

Hypothesis Test
We used the multi-level model (MLM) and Monte Carlo (MC) 95% confidence interval estimation method to test the hypothesis, and obtained     ing the effect value is significant. Therefore, hypothesis 3b is supported.

General Discussion
Organizational change and development are inseparable from employee innovation. How to make employees actively propose innovative ideas and show more innovative behaviors is one of the issues that current leaders should consider.  Note: If the interval between the lower limit and the upper limit does not include 0, the effect is significant, otherwise it is not significant.

Theoretical Contribution
First, this study has deepened the internal mechanism of employee psychological This study is based on the Chinese situation, through time-phased and multi-source data collection methods. Cross-level statistical methods were used to process data. To a certain extent, it guarantees the accuracy and objectivity of the research results, and at the same time expands the application of the theory of psychological capital.

Practical Value
This study explores the impact mechanism of employee psychological capital on innovative behavior, and provides the following inspiration for enterprise inno- improving the transparency of corporate information, promoting exchange of resources, and enabling the communication of employees is more free and efficient, so it is given more authority and resources to deal with the problems in the work, and ultimately promote more innovative behavior of employees.

Research Limitations and Future Research Directions
Although this study adds the mediating effect of job embeddedness and the moderating effect of internal social capital on the basis of the direct effect of psychological capital on innovative behavior, it enriches the source of variables X. L. Lan and enriches the research mechanism of psychological capital on individual behavior, but still has the following insufficient: First, the study collected multi-source data from three time periods, but strictly speaking, this study is not a vertical study in the true sense, and the data is mainly from the subjective report of the sample, although the researchers have the bias controlled, but the bias still exists. Therefore, future research can use longitudinal tracking design, combined with field experiments and laboratory experiments, to improve the accuracy of the research results to improve the external validity of the research conclusions.
Second, the sample of this study mainly comes from South China, so the research results are applicable. Further testing is needed in other regions or samples, so future research can expand the scope of sampling and increase the sample size to verify the external validity of the conclusions of this study. It is also necessary to verify the conclusions of this study for specific research samples.
Third, this study only explores the mediating role of job embeddedness, but there may be other influencing factors between psychological capital and innovative behavior. Therefore, future research can add other variables to further clarify the relationship between psychological capital and innovative behavior, and clarify the principle the effect of psychological capital. In addition, other contextual factors (such as leadership style, organizational culture) that are common in organizations are also very valuable in how to regulate the process of psychological capital to stimulate innovative behavior.

Conflicts of Interest
The author declares no conflicts of interest regarding the publication of this paper.