KMAN Publication Inc. (KMANPUB) International Journal of Innovation Management and Organizational Behavior (IJIMOB) 3041-8992 6 Serial Number 27 2026 07 01 Predicting Innovative Work Behavior from High-Performance Work Practices and Perceived Organizational Support: The Mediating Role of Employee Engagement Predicting Innovative Work Behavior from High-Performance Work Practices and Perceived Organizational Support: The Mediating Role of Employee Engagement 1 18 EN Journal Article 2026 04 23 <table> <tbody> <tr> <td> <p><strong>Objective:</strong> This study aimed to predict innovative work behavior from high-performance work practices and perceived organizational support and to examine the mediating role of employee engagement among employees in Argentina.</p> <p><strong>Methods and Materials:</strong> This quantitative, cross-sectional, correlational study was conducted among 384 employees working in public and private organizations in Argentina. Participants were selected through convenience sampling and completed self-report measures of high-performance work practices, perceived organizational support, employee engagement, and innovative work behavior. Employee engagement was assessed using the nine-item Utrecht Work Engagement Scale, while innovative work behavior was measured using Janssen’s nine-item scale. Data were analyzed using Pearson correlation coefficients, confirmatory factor analysis, and structural equation modeling. Model fit was evaluated using χ²/df, CFI, TLI, IFI, RMSEA, and SRMR. The significance of indirect effects was assessed through bootstrapping with 5,000 resamples and 95% confidence intervals.</p> <p><strong>Findings:</strong> High-performance work practices significantly predicted employee engagement (β = .39, p &lt; .001) and innovative work behavior (β = .21, p &lt; .001). Perceived organizational support also significantly predicted employee engagement (β = .43, p &lt; .001) and innovative work behavior (β = .16, p = .005). Employee engagement was the strongest direct predictor of innovative work behavior (β = .49, p &lt; .001). The model explained 52% of the variance in employee engagement and 55% of the variance in innovative work behavior. Bootstrapping showed significant indirect effects of high-performance work practices (β = .19, 95% CI [.12, .27]) and perceived organizational support (β = .21, 95% CI [.14, .29]) on innovative work behavior through employee engagement, indicating partial mediation.</p> <p><strong>Conclusion:</strong> The findings indicate that high-performance work practices and perceived organizational support promote innovative work behavior both directly and indirectly by strengthening employee engagement, highlighting engagement as a key psychological mechanism linking favorable organizational conditions with employee innovation.</p> </td> </tr> </tbody> </table> https://www.journals.kmanpub.com/index.php/ijimob/article/download/5663/11906