**5.2 Managerial implications**

Managers may focus on human resource qualities and attributes that can be measured, developed and improved in today's workplace. Top management may drive workers to be creative. Those employees who are more likely to grasp an issue from numerous viewpoints, seek varied solutions and generate innovative alternatives will recognise the significant improvement in their job and organisational innovation. It is possible that management is concerned with most effectively generating innovative behaviour by affecting employee creativity. Although, the innovative behaviour acts

*Innovative Behaviour Mediates in the Relationship between Employee Creativity… DOI: http://dx.doi.org/10.5772/intechopen.111861*

as a mediator in the association between employee creativity and organisational innovation at telecommunications industries in Malaysia. The empirical results are important for managers of telecommunications industries in Malaysia because adopting current research is useful and helpful for training staff to improve their creative and innovative skills to achieve innovation goals.

#### **5.3 Limitations and future research**

The limitations strengthen the research as well as research conducted on the top five telecommunications industries (i.e., Axiata Group Berhad, Maxis Communication Berhad, Celcom Digi Berhad, Telekom Malaysia Berhad and TIME Dotcom Berhad) in Malaysia in order to acquire information about the company's problem statement as well as the indirect effect of employee creativity on organisational innovation by mediating role of innovative behaviour with the support of componential theory of organisational creativity and innovation. To conclude, research methodology, quantitative study, convenience sampling and a survey instrument are adopted. Structural equation modelling and SmartPLS software are used for data analysis.

There are several areas for future directions. For instance, to enhance the generalisability, research scholars would like to be recommended to examine the developed theoretical model and determine the linkages between employee creativity, innovative behaviour and organisational innovation in other organisations such as manufacturing, food processing, banking, and post office operations, education, information technology, and product recycling sectors. Furthermore, the research study may differ in other nations/countries with different norms and values. In the future, empirical examinations in various cultural and social contexts may be required to determine the generalisability of the current research paradigm. However, the theoretical framework will be used with the AMOS software for data analysis to get the results of the measurement model, structural model and goodness-of-fit model for enhancing generalisability of the research study.

#### **5.4 Conclusion**

Finally, research shows that innovation is the process through which creativity creates the concept that is used by IB to create a tangible version of an innovative product. The study is only able to show how EC, IB and OI relate to one another in an organisational setting. The IB of workers may be improved by managers using the EC to raise a company's degree of creativity. Future studies may look at how EC affects IB to effect OI. Additionally, the theoretical framework may be used to students and workers at different organisations (e.g., services and manufacturing) and countries.
