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ABSTRACT This study reflects the role of the psychological mechanism in linking perceived organizational support to innovative work behavior. Therefore, it aims to examine the direct effect of perceived organizational support on employees' innovative work behavior and evaluate the mediating effect of organization‐based self‐esteem and organizational identification (parallel mediators) in the previous relationship. Cross‐sectional data were based on 508 sets of usable questionnaires collected from employees who worked in Saudi Arabia's financial sector. Confirmatory factor analysis (CFA) and Structural Equation Modeling (SEM) were performed using Mplus Version 8.0 to examine the study's model and hypotheses. The findings indicate that there is no direct relationship between perceived organizational support and innovative work behavior. However, each mediating variable, organization‐based self‐esteem and organizational identification, has a mediating effect on employee innovative work behavior. By applying social exchange theory, this research provides a comprehensive understanding of how organization‐based self‐esteem and organizational identification mediate the relationships between perceived organizational support and employees' innovative work behavior. There are valuable insights for both researchers and practitioners regarding the beneficial impact of organization‐based self‐esteem and organizational identification on the relationship between perceived organizational support and innovative work behavior. This study expands the literature by discovering the mediating processes that explain how support fosters innovation. Decision makers in the Saudi financial sector can enhance organizational‐based self‐esteem and organizational identity by applying several strategies, such as assigning meaningful work to employees and participating in goal setting.
Alsudays et al. (Thu,) studied this question.