ENHANCING MANAGERIAL INTRAPRENEURSHIP: THE INFLUENCE OF PSYCHOLOGICAL CAPITAL, WELL-BEING, WORK–LIFE BALANCE, AND LEARNING AGILITY THROUGH INNOVATIVE WORK BEHAVIOR

Abstract

Purpose – Drawing on Conservation of Resources theory, this study examines how four personal resources - psychological capital, employee well-being, work–life balance, and learning agility - influence managers' innovative work behavior, and whether innovative work behavior functions as the mechanism translating these resources into managerial intrapreneurship. Design/methodology/approach – Adopting a positivist, deductive, quantitative design, data were collected via a cross-sectional survey of 241 managers in the banking sector using validated multi-item scales. The hypothesized model was tested through partial least squares structural equation modeling (PLS-SEM) in SmartPLS, following established measurement and structural model assessment procedures. Findings – All five hypotheses were supported. Learning agility and psychological capital emerged as the strongest antecedents of innovative work behavior, while well-being and work–life balance exerted significant but weaker, facilitative effects. Innovative work behavior demonstrated the strongest path in the model, confirming its role as the proximal behavioral mechanism linking personal resources to managerial intrapreneurship. Originality/value – This study offers one of the first integrated, resource-based examinations of managerial intrapreneurship that positions innovative work behavior as the central mediating mechanism, advancing both theory and practice in positive organizational behavior.