| dc.description.abstract | Innovation is regarded as a sustainable objective for market competition
through the creation of novel products, services, and processes. Furthermore, it is essential
to effectively manage the culture of innovation, which involves aligning the values, norms,
and views inside innovation activities. Nevertheless, in order to enhance competitiveness
and adapt to the post-COVID-19 economy, organizations, notably small and medium-sized
enterprises (SMEs), are frequently confronted with a significant influx of individuals
actively seeking new opportunities, a phenomenon commonly referred to as job-hopping.
In addition, the role of transformational leadership in enhancing individuals' strategies has
been well-established. However, there is a dearth of study on the relationship between
creative cultural behavior, job-hopping, and the mediating effect of transformational
leadership. Therefore, this study aims to analyze the impact of an innovative culture on
employees SMEs in Vietnam. The study is based on an online survey conducted among
valid 220 responses comprising 200 employees and 20 managers, using the framework
proposed by Phu (2021) and drawing on two theories: Social Exchange theory and
Conservation of Resources theory. The study specifically focuses on examining how
transformational leadership factors can help prevent this phenomenon. The findings from
the Smart PLS analysis indicate that an Innovative Culture can effectively decrease job hopping behavior. This reduction is achieved through the exclusive support of
transformational leadership, which enhances job satisfaction and standardized
commitment. However, innovative culture does not have an impact either through reducing
emotional exhaustion or not being supported by transformational leaders. This study
provides valuable insights and offers ideas to enhance human resource management
practices in SMEs. | en_US |
