Why Employees Promote New Ideas: Strategic Fit, Rewards, and Satisfaction at Work

What is it about?

This study examines why employees actively sell and promote new ideas within their organizations—a process known as initiative selling in corporate entrepreneurship. Using expectancy theory, it identifies four factors shaping employees’ willingness to champion ideas: perceived organizational benefits, alignment with existing practices, expected extrinsic rewards, and job satisfaction. Together, these factors influence whether employees see promoting innovation as both worthwhile and attainable. The study shows that initiative selling is strongest when employees believe their ideas benefit the organization and align with existing practices, boosting confidence in management support. Those expecting tangible rewards—like recognition, promotion, or bonuses—and who feel satisfied at work are more motivated to advocate for their ideas. Rather than dissatisfaction, it is benefit, alignment, reward, and fulfillment that drive employees to champion innovation within their organizations. By linking strategic perceptions and motivational mechanisms, this study reframes corporate entrepreneurship as a goal-oriented, expectancy-driven process, rather than spontaneous creativity. Organizations that communicate the strategic relevance of new ideas, reward initiative, and cultivate satisfaction can create conditions where employees feel empowered to act as internal entrepreneurs, driving sustained innovation and renewal from within.

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Photo by Vitaly Gariev on Unsplash

Photo by Vitaly Gariev on Unsplash

Why is it important?

This study is unique in explaining how employees’ perceptions of organizational benefit, consistency with current practices, extrinsic rewards, and job satisfaction jointly shape initiative selling. By applying expectancy theory, it highlights how employees weigh both strategic alignment and motivational payoff before committing to entrepreneurial effort. The research moves beyond conventional models of innovation by showing that initiative selling arises from clarity, consistency, and confidence—not from dissatisfaction or rebellion. It is also timely, as organizations face increasing pressure to innovate while maintaining operational stability. In contexts such as Mexico’s evolving business environment, where firms must adapt without losing cohesion, understanding how employees decide to advocate for change is essential. The study provides actionable guidance: when employees believe their ideas align with company goals, anticipate rewards, and experience satisfaction, they become powerful agents of innovation—translating organizational purpose into entrepreneurial action.