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Innovative behaviour, trust and perceived workplace performance.

Hughes, M. and Rigtering, J.P.C. and Covin, J.G. and Bouncken, R.B. and Kraus, S. (2018) 'Innovative behaviour, trust and perceived workplace performance.', British journal of management., 29 (4). pp. 750-768.


Building on theories of social exchange, enactment and trust, we provide a theorization of innovative work behaviour at the individual (IB) and team (IBT) levels and explain how desirable performance returns occur for individuals and teams. We further propose that horizontal (between team members) and vertical (between teams and their supervisor) team trust moderate the relationship between IBT and team performance. The results, based on surveys conducted at two points in time in a large insurance company in the Netherlands, show that employees’ IB is positively associated with perceived workplace performance at the individual and team levels and that the effects vary based on the forms of trust at play. Our findings offer important new knowledge about the consequences of entrepreneurship and innovation in the workplace and the significant role that trust plays in enabling such behaviour to promote perceived workplace performance, particularly in the vital financial services sector.

Item Type:Article
Full text:(AM) Accepted Manuscript
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Publisher statement:This is the accepted version of the following article: Hughes, M., Rigtering, J.P.C., Covin, J.G., Bouncken, R.B. & Kraus, S. (2018). Innovative Behaviour, Trust and Perceived Workplace Performance. British Journal of Management 29(4): 750-768., which has been published in final form at This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for self-archiving.
Date accepted:07 March 2018
Date deposited:16 September 2019
Date of first online publication:16 April 2018
Date first made open access:16 April 2020

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