Internal marketing orientation and employee innovative behaviour: the mediating role of workforce agility and moderating role of psychological empowerment

Purpose The study examined the influence of internal marketing orientation on employees’ innovative behaviour through the mediating role of workforce agility and the moderating role of psychological empowerment. Design/methodology/approach We collected 731 valid responses from frontline employees in the hospitality industry in Ghana. The data were analysed using hierarchical regression analysis in SPSS. Findings The findings show that internal marketing orientation significantly influenced workforce agility and innovative behaviour. Also, workforce agility significantly influenced employee innovative behaviour. Again, the study found that workforce agility partially mediated the relationship between internal marketing orientation and employee innovative behaviour. Psychological empowerment significantly moderated the relationship between workforce agility and employees innovative behaviour. Practical implications In order to promote agile behaviour and enhance innovative thinking when assigning tasks for company products and services, organisations should develop and implement suitable internal marketing orientation programmes and policies regarding opportunities for career growth, promotion and advancement. Originality/value This study offers timely empirical insights into how organisations can promote employee innovation, particularly in the hospitality sector, where human capital is imperative for service excellence and competitiveness.