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Innovation response behaviour is defined as individuals’ novelty‐supporting or novelty‐impeding action when navigating innovation initiatives through the organization. A typology of innovation response behaviour is developed, distinguishing between active and passive modes of conduct for novelty‐supporting and novelty‐impeding behaviour, respectively. The antecedents of innovation response behaviour are delineated based on W est and F arr's five‐factor model of individual innovation. Moreover, we argue that within organizational contexts, individuals often fail to implement their ideas due to innovation barriers, perceived as factors that are beyond their control. Based on the theory of planned behaviour, we reveal how these barriers influence individuals’ intentional and exhibited innovation response behaviour. Propositions about proximal and distal antecedents of individuals’ innovation response behaviour are derived. Proposing a research framework to study the organizational process of innovation from an actor‐based perspective, this paper intends to link existing research on individual innovation with the process of innovation at the organizational level, explicitly accounting for the socio‐political dynamics and arising managerial problems associated with successful innovation implementation within organizational realities. Implications for research in innovation management are discussed and avenues for future research outlined.
Goepel et al. (Thu,) studied this question.