Please Do Not Respond Asap: Impact of Workplace Telepressure on Employees’ Innovative Behavior in the Digital Era

Please Do Not Respond Asap: Impact of Workplace Telepressure on Employees’ Innovative Behavior in the Digital Era | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Article Please Do Not Respond Asap: Impact of Workplace Telepressure on Employees’ Innovative Behavior in the Digital Era Baosheng Ye, Mengying Li, Jialu Ni, Zhengang Zhang This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-6983834/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract This study investigates how workplace telepressure—the urge and preoccupation to respond quickly to work-related messages via ICT—affects R&D employees’ innovative behavior. While telepressure is widely recognized as a response to job demand under the Job Demands–Resources (JD-R) model, prior research often leaves vague what kind of internal resources it consumes. This study addresses that gap by integrating Processing Efficiency Theory (PET) to specify cognitive failure as the key mediating mechanism. We propose that telepressure undermines innovative behavior not through direct suppression, but by increasing employees’ cognitive failure, thereby impairing both idea generation and implementation. Survey data collected from Chinese R&D professionals were analyzed using Partial Least Squares- Structural Equation Modeling (PLS-SEM). Results show that workplace telepressure does not exert a significant direct effect on innovative behavior but has a pronounced indirect effect through cognitive failure. Moreover, this negative pathway is significantly stronger for innovative idea generation than for implementation, indicating greater vulnerability of early-stage innovation to cognitive disruption. Perceived coworker support emerged as a valuable job resource, attenuating the impact of telepressure on cognitive failure and thereby weakening its downstream negative impact on both innovative idea generation and implementation. To enrich the analysis, Artificial Neural Network (ANN) modeling was employed to capture potential nonlinearities and assess predictor importance. Sensitivity analysis confirmed that cognitive failure was the most influential predictor of both innovative behavior outcomes. These findings deepen our theoretical understanding of how responding to job demands in the digital era erodes innovative behavior by targeting specific cognitive resources, and demonstrate the methodological value of combining SEM and ANN in organizational behavior research. Physical sciences/Mathematics and computing Biological sciences/Psychology Social science/Psychology workplace telepressure innovative idea generation/implementation cognitive failure perceived coworker support job demands-resources model processing efficiency theory Figures Figure 1 Figure 2 Figure 3 Figure 4 Figure 5 1. INTRODUCTION The growing integration of information and communication technologies (ICTs) into workplace communication has been widely praised for enhancing employees’ innovative behavior. By offering flexible working arrangements (Tatar & Erdil 2025 ), facilitating access to diverse information sources (Boeker et al. 2021 ; Dewett 2003 ), and supporting high levels of digital collaboration (Madjar 2008 ), ICTs are thought to be instrumental in fostering creativity and innovation (Vial 2019 ). However, emerging evidence highlights the “dark side” of digital work environments. Nöhammer and Stichlberger ( 2019 ) showed that the pervasive use of ICT can lead to extended work-related availability and heightened stress, undermining employees’ ability to generate and implement novel ideas. Lanzolla et al. ( 2020 ) also point out that the potential cognitive and psychological burdens of digital work remain underexplored in the innovation literature. One such digital-era strain is workplace telepressure—a psychological state characterized by the urge and preoccupation to respond quickly to work-related messages via ICT (Barber & Santuzzi 2015 ). Recent studies have linked telepressure to impaired employee well-being (Grawitch et al. 2017 ), family conflict (Barber et al. 2019 ), and job burnout (Kao et al. 2020 ), drawing attention to its detrimental effects. More recently, workplace telepressure has been empirically associated with reduced psychological detachment (Barber et al. 2024 ), elevated physiological stress indicators such as lower cardiac vagal tone and hormonal imbalance (Semaan et al. 2023 ), and increased work-family conflict (Aman-Ullah et al. 2025 ). These findings reinforce the idea that workplace telepressure may not simply be a time management issue but a deeper cognitive strain with serious implications for innovative behavior. However, despite growing interest in this phenomenon, existing research leaves several important questions unanswered. First, although prior studies have examined various outcome variables associated with workplace telepressure (Barber et al. 2019 ; Barber et al. 2024 ; Santuzzi & Barber 2018 ), the underlying mechanism through which it affects innovative behavior remains insufficiently understood. In particular, existing research has largely overlooked the cognitive perspective—failing to specify how telepressure disrupts employees’ mental functioning or depletes internal cognitive resources. Without such clarity, organizations risk underestimating the hidden cognitive costs of digital hyper-connectivity, thereby creating conditions that inadvertently suppress employees’ innovative capacity. Second, prior research often treats innovative behavior as a unidimensional construct (Guo et al. 2024 ; Jada et al. 2019 ; Xu et al. 2025 ), overlooking important distinctions between idea generation and idea implementation. This gap is problematic because the two stages rely on different cognitive processes and may be differentially affected by workplace telepressure. Furthermore, few studies have examined the moderating role of perceived coworker support in this context, particularly in digital work settings where interpersonal support may serve as a critical buffer against resource depletion. To address these gaps, this study integrates the Job Demands–Resources (JD-R) model (Bakker & Demerouti 2007 ) and Processing Efficiency Theory (PET) (Eysenck & Calvo 1992 ) to examine how workplace telepressure leads to cognitive failure, and in turn, impairs both components of innovative behavior. Workplace telepressure which emphasizes the ICT-driven compulsion to remain constantly responsive closely mirrors the form of anxiety-like state described in PET, which impairs task-focused attention and reduces cognitive efficiency. In this view, telepressure reflects the anxiety-like state described in PET, that interferes with the optimal allocation of cognitive resources. We argue that cognitive failure, characterized by errors in attention, memory, and action (Wallace & Chen 2005 ), serves as the primary conduit through which telepressure hampers innovative behavior, especially at the idea generation stage. We also examine perceived coworker support as a moderating job resource that may alleviate these cognitive costs. Methodologically, we complement Partial Least Squares-Structural Equation Modeling (PLS-SEM) with Artificial Neural Network (ANN) analysis to capture nonlinear effects and assess variable importance with greater precision (Leong et al. 2024 ). By clarifying the cognitive costs of workplace telepressure and highlighting the protective role of coworker support, this study contributes to both theory and practice in promoting sustainable innovation under conditions of constant digital connectivity. 2. LITERATURE AND HYPOTHESES DEVELOPMENT 2.1 Literature Review Research on employee innovative behavior has grown significantly in recent decades, with a wide range of studies identifying its antecedents across multiple levels. At the individual level, factors such as personality traits (i.e. conscientiousness, extraversion), career calling, and perceived overqualification have been shown to positively influence innovation-related outcomes (De Haro & Vena 2024 ; Guo et al. 2024 ; Xu et al. 2025 ). At the interpersonal level, leadership style (e.g., transformational, empowering leadership), and proactive peers are commonly investigated antecedents (Afsar et al. 2014 ; Jada et al. 2019 ; Ni & Zheng 2024 ). At the organizational level, contextual factors such as innovation climate, organizational support, organizational stigma, and workplace hurdles also play critical roles in shaping innovative behavior (Jiang et al. 2023 ; Meng et al. 2024 ; Ng 2024 ; Zhou et al. 2024 ). Despite this rich body of literature, relatively few studies have examined the role of workplace telepressure in shaping employee innovative behavior. Prior workplace telepressure research has primarily focused on its negative effects on employee well-being and work-life balance (Barber & Santuzzi 2015 ; Grawitch et al. 2017 ; Santuzzi & Barber 2018 ). For instance, high telepressure has been linked to elevated stress levels, sleep disturbance, and emotional exhaustion, due to the blurring of boundaries between work and personal life (Barber & Santuzzi 2015 ; Santuzzi & Barber 2018 ). Additionally, telepressure has been found to reduce psychological detachment from work during non-working hours, contributing to burnout and reduced recovery (Barber et al. 2024 ). At the cognitive level, telepressure is associated with increased attentional demand and mental fatigue, which impairs employees’ ability to concentrate on complex tasks (Grawitch et al. 2017 ). However, the cognitive mechanism of telepressure on innovative behavior remain underexplored. Moreover, much of the existing research conceptualizes innovative behavior as a unidimensional construct, overlooking the distinction between innovative idea generation and idea implementation (Janssen 2000 ; West 2002 ). Recent literature has argued for treating these as two interrelated but distinct dimensions (Yu & Wu 2024 ), given that employees may generate ideas without implementing them and vice versa (Nöhammer & Stichlberger 2019 ). Recognizing these two dimensions allows for a more nuanced analysis of how different antecedents influence different stages of innovation (De Spiegelaere et al. 2014 ; Kwon & Kim 2020 ). In terms of boundary conditions, prior research has begun to explore moderators that may attenuate or exacerbate the effects of workplace telepressure on employee outcomes. However, these studies have predominantly focused on mobile phone presence (Cambier et al. 2020 ), working onsite versus remotely (Gillet et al. 2023 ), job burnout (Aman-Ullah et al. 2025 ), with limited attention to interpersonal factors. Such a focus risks overlooking the social dynamics that shape how telepressure is experienced and managed within organizational settings. In particular, the potential buffering role of perceived coworker support has been largely neglected. Given that telepressure often arises in collaborative work contexts, where employees feel compelled to respond quickly to colleagues’ digital communications (Barber et al. 2024 ), examining coworker support as a job resource is both theoretically and practically important. Understanding how supportive social environments may mitigate the cognitive and behavioral costs of telepressure could yield deeper insights into sustaining innovative behavior in digitally mediated workspaces. Finally, from a methodological perspective, most studies in this domain rely on traditional linear models such as regression or SEM. The use of hybrid approaches, such as PLS-SEM combined with ANN, remains scarce. Such integration enables researchers to examine both causal relationships and nonlinear, complex patterns (Leong et al. 2024 ), thus providing more comprehensive insights into employee innovative behavior processes. 2.2 Theoretical Foundations This study integrates the JD-R model and PET to explain how workplace telepressure affects R&D employees’ innovative behavior, highlighting cognitive failure as a key mediating mechanism and perceived coworker support as a buffering job resource that moderates this indirect pathway. The JD-R model (Bakker & Demerouti 2017; Bakker & Demerouti 2007 ) provides a general framework for understanding how job demands—defined as “physical, psychological, social, or organizational aspects of the job that require sustained physical and/or psychological effort and are therefore associated with certain physiological and/or psychological costs”(Bakker & Demerouti 2017)—lead to the depletion of employee resources and reduce job performance. A critical assumption underlying the JD-R model is that individuals respond to job demands; if they ignore such demands, they may not experience resource strain or negative consequences. In the context of ICT-related demands, not all employees internalize response expectations. Some may choose to delay or ignore messages and thus avoid resource depletion (Day et al. 2012 ; Santuzzi & Barber 2018 ). However, workplace telepressure emerges only when employees anxiously respond to these demands—such as by compulsively checking emails or feeling the urge to respond immediately. This conceptualization of telepressure as an anxious psychological response brings it closer to the JD-R model’s theoretical logic. It emphasizes that psychological strain arises not simply from the presence of demands but from how employees perceive and react to them (Simsek et al. 2022 ). Thus, telepressure aligns with the JD-R model as a form of strain that results when digital communication demands are internalized anxiously, making them psychologically costly and disruptive to goal-directed work behavior. To further explain the cognitive mechanisms linking workplace telepressure to performance outcomes, we draw on PET (Eysenck & Calvo 1992 ), which views anxiety as a central factor impairing cognitive functioning. Anxiety is a psychological state marked by heightened worry, intrusive thoughts, and task-irrelevant cognitive activity, which compromises the efficiency of mental processing. PET posits that under anxious conditions, individuals may attempt to maintain performance through compensatory effort, but this comes at the cost of reduced cognitive efficiency and impaired attentional control. Workplace telepressure reflects these core characteristics of anxiety. It involves persistent mental preoccupation with responding quickly to messages, fear of delayed replies being judged negatively, and difficulty disengaging from communication-related thoughts. In this sense, workplace telepressure is not merely a response to ICT demands, but a technology-induced form of anticipatory anxiety, triggered by perceived social or organizational expectations for constant availability. By conceptualizing workplace telepressure as a specific manifestation of PET-style anxiety, we are able to integrate JD-R and PET frameworks: JD-R explains how ICT demands create psychological strain when internalized, while PET clarifies how such strain reduces cognitive functioning. In cognitively demanding R&D settings, this reduction manifests as cognitive failure—errors in attention, memory, and action(Cambier et al. 2020 ; Murray & Janelle 2003 ; Wallace & Chen 2005 )—which in turn undermines both idea generation and idea implementation. Therefore, cognitive failure serves as a key mediating mechanism linking workplace telepressure to diminished innovative behavior. Additionally, the buffering hypothesis within the JD-R model posits that the presence of job resources can moderate the negative effects of job demands. In digitally intensive work settings, perceived coworker support is an essential social resource that may help mitigate the detrimental effects of telepressure on employee outcomes. Supportive coworkers may provide emotional reassurance, assistance in managing tasks, or shared norms around communication (Barber et al. 2024 ), all of which can help employees maintain cognitive clarity and engagement. As such, coworker support may serve as a boundary condition that attenuates the negative impact of telepressure on cognitive functioning and, ultimately, on employee innovative behavior. 2.3 Hypotheses development 2.3.1 Workplace telepressure and R&D employee cognitive failure Cognitive failure refers to the degree to which R&D employees have difficulty absorbing new information and concentrating on work (Van Horn et al. 2004 ; Huang 2014 ). Drawing on PET (Eysenck & Calvo 1992 ), we argue that workplace telepressure—the persistent preoccupation with and urge to respond promptly to ICT messages—reflects a state of anxiety that undermines employees’ cognitive functioning during complex tasks such as R&D work. PET further holds that anxiety impairs performance more severely on complex, cognitively demanding tasks than on simpler ones. R&D tasks, which require deep focus and integration of diverse information sources, are thus especially vulnerable. Under telepressure, employees’ attention is frequently diverted by ICT demands. The mental load associated with monitoring, anticipating, and responding to messages drains attentional resources, resulting in difficulty concentrating, fragmented thinking, and increased error rates (Altmann et al. 2014 ; Puranik et al. 2020 ). Moreover, the compulsive checking of devices fosters off-task cognition, where employees mentally shift between central (R&D) and peripheral (ICT) tasks. This continuous attentional switching impairs sustained focus and increases the risk of memory, attention, and action failures (Martin 1983 ; Wallace & Chen 2005 ). Empirical research supports this mechanism: even the mere presence of mobile phones has been shown to diminish cognitive capacity in high-attention occupations such as nursing (Cambier et al. 2020 ). Based on this theoretical rationale, we propose the following hypothesis: H1: Workplace telepressure is positively related to R&D employees’ cognitive failure. 2.3.2 Cognitive failure and R&D employee innovative idea generation/idea implementation PET offers a compelling framework to explain how cognitive failure, resulting from anxiety-induced inefficiencies in information processing, may hinder employees’ innovative behavior. Cognitive failure encompasses three key components—memory failure, attention failure, and action failure—each of which plays a distinct role in shaping R&D employees’ ability to generate and implement innovative ideas (Wallace & Chen 2005 ). Innovative idea generation requires employees to access, integrate, and creatively recombine diverse knowledge resources. However, memory failure, the inability to retrieve relevant task-related information, and attention failure, the inability to sustain focus on task-relevant cues, impair the cognitive processes that underlie ideation. R&D employees experiencing such failures often struggle to retain critical project information and to maintain the mental focus necessary for making insightful associations between seemingly unrelated ideas (Madrid & Patterson 2016 ; Ritter & Mostert 2017 ). These limitations in associative and divergent thinking reduce their thinking efficacy, restricting them to familiar problem-solving strategies and preventing them from engaging in creative exploration (Kwon & Kim 2020 ; Shuck et al. 2017 ). As a result, their capacity to generate novel and useful ideas is significantly diminished. The implementation of innovative ideas involves not only technical execution but also continuous problem-solving in the face of uncertainty and risk (Baer 2012 ; Schuh et al. 2018 ). Employees with high levels of memory and attention failure may find it difficult to retrieve pertinent knowledge or to remain cognitively agile when navigating unexpected obstacles, thereby reducing their ability to refine or adapt ideas in real time (Kwon & Kim 2020 ; Madrid & Patterson 2016 ). Given the complex and iterative nature of R&D work, such cognitive limitations severely compromise task success and goal attainment. In addition, action failure—the inability to carry out intended actions effectively—is particularly relevant to the implementation phase. Under conditions of telepressure, R&D employees are prone to off-task thoughts and task-switching behaviors, such as mentally preoccupying themselves with ICT messages while simultaneously working on innovation tasks. This multitasking behavior increases cognitive fragmentation, both of which reduce the quality and consistency of execution (Altmann et al. 2014 ; Wallace & Chen 2005 ). As PET emphasizes, anxiety disrupts the ability to efficiently process task-relevant information, thereby impairing overall performance in cognitively demanding activities such as innovative idea implementation (Eysenck & Calvo 1992 ). Therefore, we hypothesize as follows: H2a. Cognitive failure is negatively related to R&D employees’ innovative idea generation. H2b. Cognitive failure is negatively related to R&D employees’ innovative idea implementation. While both idea generation and idea implementation are essential components of innovative behavior, they involve distinct cognitive processes and resource requirements (Magadley & Birdi 2012 ; Van Hootegem et al. 2019 ). Consequently, the impact of cognitive failure is not uniform across these two dimensions. Idea generation relies heavily on divergent and convergent thinking—the ability to explore novel directions, integrate diverse information, and recombine knowledge to form original solutions (Birdi et al. 2016 ; Ettlie et al. 2014 ). This process demands intense cognitive engagement, including sustained attention, working memory, and flexible associative thinking. As such, memory and attention failures directly undermine the ability to retrieve relevant knowledge, stay mentally focused, and make creative connections, all of which are fundamental to high-quality idea generation (Madrid & Patterson 2016 ; Ritter & Mostert 2017 ). Cognitive failure therefore acts as a central constraint on the ideation process. By contrast, idea implementation is a more execution-oriented phase, often involving social influence, coordination, and the resolution of practical obstacles (Birdi et al. 2016 ; Van Hootegem et al. 2019 ; Yu & Wu 2024 ). While cognitive resources are still important—for example, in troubleshooting problems and adapting plans—employees can often rely on pre-defined action plans, procedural routines, and team support to guide behavior. This means that cognitive failure may be partially compensated through structured workflows or external input, making implementation less sensitive to internal cognitive lapses compared to the more unstructured and cognitively demanding process of idea generation. Furthermore, action failure, a key dimension of cognitive failure, may affect implementation performance primarily through behavioral inconsistency or task distraction (Wallace & Chen 2005 ), but its impact is often mitigated by task structures, team collaboration, or supervisory support. Therefore, although cognitive failure negatively affects both stages of innovative behavior, its impact is more pronounced for idea generation due to the higher demand for cognitive flexibility, focus, and creativity. Based on this reasoning, we propose the following hypothesis: H3: The negative relationship between cognitive failure and innovative idea generation is stronger than the negative relationship between cognitive failure and innovative idea implementation. 2.3.3 The mediating effect of cognitive failure As proposed in the JD-R model, workplace telepressure—as a response to ICT-related job demands—consumes employees’ resources and may impair their work functioning. However, the JD-R model does not specify which psychological resource is impaired. To address this gap, we incorporate PET, which specifies that cognitive resources are particularly vulnerable under the anxiety of telepressure (Eysenck & Calvo 1992 ). As shown in H1, R&D employees experiencing telepressure face cognitive overload due to constant ICT monitoring, resulting in higher cognitive failure. In turn, as stated in H2a and H2b, cognitive failure—manifesting as memory, attention, and action failures—impairs both innovative idea generation and implementation by disrupting concentration, creative thinking, and execution accuracy. Therefore, cognitive failure acts as a psychological conduit through which telepressure undermines innovative behavior. We thus propose: H4a. Cognitive failure mediates the effect of workplace telepressure on R&D employees’ innovative idea generation. H4b. Cognitive failure mediates the effect of workplace telepressure on R&D employees’ innovative idea implementation. Moreover, as noted in H3, the negative impact of cognitive failure is stronger for idea generation than for implementation, because the former demands greater cognitive flexibility, creativity, and associative thinking, whereas the latter often follows structured procedures that help buffer the effects of cognitive limitations. Consequently, the indirect negative effect of workplace telepressure via cognitive failure should also be stronger for idea generation than for implementation. Accordingly: H5. Workplace telepressure has a greater negative indirect effect on innovative idea generation through cognitive failure than on innovative idea implementation. 2.3.4 Moderating effect of perceived coworker support While workplace telepressure is a key antecedent of cognitive failure, such failure may also be shaped by other contextual factors (Wallace & Chen 2005 ). Therefore, this study introduces perceived coworker support as a critical boundary condition that may moderate the relationship between workplace telepressure and cognitive failure, and consequently influence employees’ innovative behavior. Perceived coworker support is defined as the extent to which employees believe that their coworkers are willing to provide them with work-related assistance to perform their tasks (Susskind et al. 2003 ). From the JD-R perspective, perceived coworker support has been recognized as a motivational job resource (Zaitouni & Ouakouak 2018 ) that helps individuals achieve goals, decreases psychological and physical costs, and promotes personal growth and development (Bakker & Demerouti 2017). A full application of the JD-R model requires an examination of job demands and job resources and how job resources may buffer the impact of job demands (Bakker et al. 2005 ). A high level of job resources can buffer the influence of responding to job demands on resource exhaustion (Bakker & Demerouti 2017). In this study, we highlight perceived coworker support as an important job resource that may buffer the impact of workplace telepressure. One important reason R&D employees respond to colleagues’ ICT messages quickly is to make a good impression of themselves in the eyes of coworkers (Barber & Santuzzi 2015 ), so that they can maintain a good relationship with others in their workplace (Bani-Melhem et al. 2018 ; Barber et al. 2024 ). However, when perceived coworker support is high, R&D employees have better working relationships with colleagues, and the pressure to make a good impression by immediately responding to coworkers’ ICT messages is low. Hence, they are less anxious to commit their cognitive resources to non-core tasks related to ICT messages; instead, they focus on R&D tasks. Additionally, perceived coworker support can foster a work environment in which R&D employees do not need to extend their work availability to make their coworkers happy, which means that they can be more efficient in allocating time and effort for central and secondary tasks and in processing information related to these tasks. Consequently, they are less likely to experience cognitive failure while performing central R&D tasks. With stronger support from coworkers, the relationship between workplace telepressure and cognitive failure is weaker than that when perceived coworker support is low. Based on this rationale, we propose: H6. Perceived coworker support moderates the relationship between workplace telepressure and cognitive failure such that this relationship is weaker when perceived coworker support is high. As perceived coworker support weakens the impact of workplace telepressure on cognitive failure and cognitive failure is negatively related to innovative idea generation and implementation, perceived coworker support weakens the mediation effect of cognitive failure between workplace telepressure and innovative behavior. Thus, we suggest the following: H7a: Perceived coworker support moderates the mediation effect of cognitive failure between workplace telepressure and innovative idea generation such that the indirect effect of workplace telepressure idea generation through cognitive failure is weaker when perceived coworker support is greater. H7b: Perceived coworker support moderates the mediation effect of cognitive failure between workplace telepressure and innovative idea implementation such that the indirect effect of workplace telepressure idea implementation through cognitive failure is weaker when perceived coworker support is greater. Figure 1 illustrates this model. ------------------------- Insert Fig. 1 about here. ------------------------- 3. DATA AND METHODOLOGY 3.1 Data and sample collection We conducted a survey of manufacturing companies in China to test our hypotheses. Because reduced innovative behavior and cognitive failure among R&D employees are the consequences of workplace telepressure over time and the data collected at the same period may lead to common method biases (Podsakoff et al. 2003 ), we lagged behind the variables of idea generation/implementation and cognitive failure by a month. Notably, the data collection took place shortly after the outbreak of the COVID-19 pandemic, during a period when many organizations had rapidly transitioned to digital modes of work (Aman-Ullah et al. 2025 ). The widespread adoption of ICT tools for communication, coordination, and remote task execution made telepressure a particularly pressing issue, especially for R&D employees engaged in cognitively demanding tasks. This context offers a meaningful backdrop for examining how telepressure influences cognition and innovative behavior in high-knowledge environments. Specifically, a two-stage survey was conducted to collect data. The first-stage survey collected data regarding the variables of workplace telepressure, perceived coworker support, and demographic characteristics; the second-stage survey collected data regarding cognitive failure, innovative idea generation, and implementation. Respondents’ names and the last four digits of their mobile numbers were used to merge these two surveys. A total of 700 responses were collected at Time 1, with 598 deemed valid after excluding cases with insufficient response time or inconsistent answers on reverse-coded items. The second survey was distributed to these 598 individuals, yielding 499 valid paired responses. These paired responses formed our final dataset, with a matching rate of approximately 71%. Table 1 presents the respondents’ demographic characteristics. Table 1 Description of sample ( N = 499). Profile of respondents Class Frequency % Gender Female 262 52.5 Male 237 47.5 Age (in years) 30 177 35.5 Education Bachelor’s degree 267 53.5 Master’s degree 168 33.7 Doctor’s degree 64 12.8 Rank Manager 87 17.4 Supervisor 90 18.0 Employee 322 64.5 Working tenure (in years) 10 177 35.5 ------------------------- Insert Table 1 about here. ------------------------- 3.2 Measurement Innovative idea generation was measured using a three-item scale from Janssen ( 2000 ), which assesses the extent to which R&D employees generated creative ideas to improve products or services over the past month. Innovative idea implementation was captured using a six-item scale, also adapted from Janssen ( 2000 ), reflecting the extent to which employees promoted and executed new ideas during the same period. Workplace telepressure was assessed with six items adapted from Barber and Santuzzi ( 2015 ), measuring employees’ perceived urgency and anxiety to promptly respond to ICT-based work communications. Cognitive failure was measured using five items adapted from Mansour and Tremblay ( 2019 ), reflecting difficulties in absorbing new information and maintaining concentration over the past month. Perceived coworker support was evaluated using a three-item scale from Susskind et al. ( 2003 ), which assesses employees’ perceptions of colleagues’ willingness to provide task-related assistance. Details of all measurement items are provided in Table 2 . In line with prior research indicating that demographic factors may influence innovative behavior (Lu et al. 2012 ; Ng & Feldman 2013 )., we controlled for gender, age, education level, organizational rank, and tenure in the analyses. Table 2 Constructs, items, and measurement model ( N = 499) Construct and items F. L Workplace telepressure (WT) When using message-based technology for work purposes, — 1. It’s hard for me to focus on other things when I receive a message from my coworkers. 0.886 2. I can concentrate better on other tasks once I’ve responded to my messages. 0.869 3. I can’t stop thinking about a message until I’ve responded. 0.867 4. I feel a strong need to respond to my coworkers immediately. 0.860 5. I have an overwhelming feeling to respond right at that moment when I receive a request from my coworkers. 0.879 6. It’s difficult for me to resist responding to a message right away. 0.855 Cognitive failure (CF) 1. I could not concentrate easily at work in the past one month. 0.714 2. I felt my thinking is not clear at work in the past one month. 0.798 3. I found it hard to concentrate and think at work in the past one month. 0.739 4. I could not calmly solve complex problems at work in the past one month. 0.772 5. I had no confidence in my ability to think about complex issues at work in the past one month. 0.729 Perceived coworker support (PCS) 1. I find my coworkers very helpful in performing my duties. 0.877 2. When performing my duties, I can rely heavily on my coworkers. 0.891 3. My coworkers will provide me with important work-related information and advice that make performing my job easier. 0.883 Innovative idea generation (IIG) 1. In the past one month, I have created new ideas for difficult issues. 0.836 2. In the past one month, I have searched out new working methods, techniques, or instruments. 0.760 3. In the past one month, I have generated original solutions for problems. 0.794 Innovative idea implementation (III) 1. In the past one month, I have mobilized support for innovative ideas. 0.655 2. In the past one month, I have acquired approval for innovative ideas. 0.703 3. In the past one month, I have generated original solutions for problems. 0.666 4. In the past one month, I have made important ideas into useful applications. 0.646 5. In the past one month, I have transformed innovative ideas into useful applications. 0.719 6. In the past one month, I have evaluated the utility of innovative ideas. 0.655 Note: F. L = Factor loading. ------------------------- Insert Table 2 about here. ------------------------- 3.3 Statistical analysis tools We adopted an integrated methodological approach combining PLS-SEM and ANN. Compared with the covariance-based structural equation modeling (CB-SEM), PLS-SEM is a “silver bullet” for estimating causal models and better matching the model established in this research. PLS-SEM is based on maximizing the explained variance of R 2 , which is a proportion of the total variance explained rather than the proportion of the common variance explained by CB-SEM (Hair et al. 2017 ). This study tested the moderation of latent variables for perceived coworker support on the meditation relationship between workplace telepressure and idea generation/implementation through cognitive failure. Because of the factor indeterminacy that limits CB-SEM’s usefulness for moderation analyses, PLS-SEM is more suitable for including the interaction term(s) in the path (Hair et al. 2017 ). To complement the explanatory power of PLS-SEM, we employed ANN to enhance predictive accuracy and capture potential nonlinear relationships among variables (Leong et al. 2024 ). As a non-parametric machine learning technique, ANN does not rely on pre-defined functional forms and can uncover complex, nonlinear patterns that traditional methods might overlook (Leong et al. 2024 ). This dual-method approach leverages the strengths of both causal inference (PLS-SEM) and prediction (ANN), providing a more robust and comprehensive understanding of the factors influencing innovative behavior under workplace telepressure. 4. ANALYSIS AND RESULTS 4.1 Measurement model 4.1.1 Reliability and validity analysis Following Hair et al. ( 2017 ), factor loadings above 0.70 are considered acceptable. All items met this threshold for workplace telepressure (0.855–0.886), cognitive failure (0.714–0.798), idea generation (0.760–0.836), and perceived coworker support (0.877–0.891). For idea implementation, four items had loadings between 0.60 and 0.70. As their removal did not improve composite reliability, they were retained (Hair et al. 2017 ). Table 3 presents the reliability, convergent and discriminant validity results for the constructs. Internal consistency was confirmed with Cronbach’s α values above 0.716 and composite reliability (CR) above 0.839 for all constructs, exceeding the 0.70 benchmark. Average variance extracted (AVE) values also met the recommended threshold of 0.50, except for idea implementation (AVE = 0.473), which is still considered acceptable in context (Hair et al. 2017 ). Table 3 Reliability and convergent and discriminant validity analysis ( N = 499) 1 2 3 4 5 Cronbach’s α CR AVE 1. Workplace telepressure 0.869 0.936 0.949 0.756 2. Cognitive failure 0.230 0.751 0.806 0.866 0.564 3. Innovative idea generation -0.140 -0.491 0.797 0.716 0.839 0.636 4. Innovative idea implementation -0.138 -0.348 0.685 0.688 0.777 0.843 0.473 5. Perceived coworkers support -0.111 -0.470 0.340 0.251 0.884 0.860 0.914 0.781 Note(s): Squared roots of the average variance extracted values are on the diagonal. Pearson’s correlation coefficients are below the diagonal. Discriminant validity was assessed using both the Fornell–Larcker criterion and heterotrait–monotrait ratio (HTMT). Fornell–Larcker criterion results showed that the square roots of AVE exceeded inter-construct correlations in Table 3 . HTMT analysis, supported by 5,000 bootstrapped samples, showed that none of the 95% confidence intervals included 1 in Table 4 , confirming satisfactory discriminant validity across constructs. Table 4 Heterotrait-Monotrait ratio bootstrap confidence interval test ( N = 499) 1 2 3 4 5 1. Workplace telepressure 2. Cognitive failure (0.159, 0.360) 3. Innovative idea generation (0.077, 0.270) (0.552, 0.703) 4. Innovative idea implementation (0.083, 0.239) (0.339, 0.515) (0.863, 0.976) 5. Perceived coworker support (0.045, 0.225) (0.483, 0.645) (0.340, 0.511) (0.207, 0.404) ------------------------- Insert Table 3 about here. ------------------------- ------------------------- Insert Table 4 about here. ------------------------- 4.1.2 Common method variance Common method variance (CMV) can be present in self-reported measures, resulting in biased estimations (MacKenzie & Podsakoff 2012 ). This study used procedural and statistical techniques to control and diminish the impact of CMV (Zhang et al. 2024 ). First, the anonymity of the respondents was protected in the survey, and no answers were encouraged. Second, the questionnaire was designed without explaining all constructs to reduce social desirability bias. To control for retrieval cues prompted by the question context, all items were randomly distributed. Third, Harman’s one-factor test was used, and the results showed that the first factor accounted for 29.33% of the 64.37% of the explained variance, and no single factor emerged. Fourth, following Liang et al. ( 2007 ) method, a common method factor was added to the PLS-SEM model, which incorporated all the principal construct indicators. We then calculated the average indicator variances that were substantively explained by the constructs and CMV. Table 5 indicates that the average substantive variance of indicator (R1) 2 is 0.615, while the average method-based variance (R2) 2 is only 0.002, and the ratio of these two is approximately 308:1. Most method factor loadings were not significant, suggesting that the method variance was small (Sheng et al. 2020 ). Based on the above procedures, we were confident that CMV was not a major problem. Table 5 Common method bias analysis ( N = 499) Construct Indicator Substantive factor loading (R1) (R1) 2 Method factor loading (R2) (R2) 2 Workplace telepressure (WT) WT1 0.920***(SE = 0.019) 0.846 -0.032(SE = 0.026) 0.001 WT2 0.857***(SE = 0.025) 0.734 0.020(SE = 0.032) 0.000 WT3 0.882***(SE = 0.024) 0.778 -0.014(SE = 0.031) 0.000 WT4 0.825***(SE = 0.024) 0.681 0.045(SE = 0.031) 0.002 WT5 0.895***(SE = 0.022) 0.801 -0.017(SE = 0.030) 0.000 WT6 0.773***(SE = 0.033) 0.598 -0.045(SE = 0.043) 0.002 Cognitive failure (CF) CF1 0.674***(SE = 0.044) 0.454 0.051(SE = 0.053) 0.003 CF2 0.695***(SE = 0.047) 0.483 0.046(SE = 0.052) 0.002 CF3 0.809***(SE = 0.038) 0.654 -0.020(SE = 0.047) 0.000 CF4 0.790***(SE = 0.044) 0.624 -0.047(SE = 0.053) 0.002 CF5 0.781***(SE = 0.041) 0.610 -0.024(SE = 0.050) 0.001 Perceived coworker support (PCS) PCS1 0.867***(SE = 0.019) 0.752 -0.023(SE = 0.029) 0.001 PCS2 0.888***(SE = 0.017) 0.789 -0.001(SE = 0.027) 0.000 PCS3 0.897***(SE = 0.017) 0.805 0.025(SE = 0.027) 0.001 Innovative idea generation (IIG) IIG1 0.723***(SE = 0.038) 0.523 -0.070(SE = 0.044) 0.005 IIG2 0.802***(SE = 0.033) 0.643 0.052(SE = 0.044) 0.003 IIG3 0.715***(SE = 0.041) 0.511 -0.036(SE = 0.051) 0.001 Innovative idea implementation (III) III1 0.700***(SE = 0.036) 0.490 0.072(SE = 0.043) 0.005 III2 0.753***(SE = 0.036) 0.567 0.071(SE = 0.043) 0.005 III3 0.669***(SE = 0.040) 0.448 0.037(SE = 0.042) 0.001 III4 0.708***(SE = 0.036) 0.501 0.022(SE = 0.045) 0.000 III5 0.638***(SE = 0.039) 0.407 -0.105*(SE = 0.046) 0.011 III6 0.662***(SE = 0.034) 0.438 -0.090*(SE = 0.044) 0.008 Average 0.779 0.615 0.000 0.002 Note(s): * p < 0.05; *** p < 0.001 ------------------------- Insert Table 5 about here. ------------------------- 4.2 Structural model analysis Prior to testing the hypotheses, we applied the variance inflation factor (VIF) index to diagnose the potential multicollinearity problem. The results showed that the VIFs of all variables did not exceed five, which suggests that multicollinearity is of minimal concern (Hair et al. 2017 ): workplace telepressure (VIF = 1.072), cognitive failure (VIF = 1.372), and perceived coworker support (VIF = 1.304). In the structural model analysis, the bootstrap analysis technique in Smart-PLS was used to repeatedly generate 5000 samples to test the significance of the path coefficient of the structural model. If the bias-corrected 95% confidence interval (CI) did not contain zero, the result was significant (Hair et al. 2019 ; Henseler et al. 2016 ). 4.2.1 Direct and indirect effect analysis Figure 2 shows the structural model outcomes after controlling for the influence of demographic variables. Workplace telepressure negatively and significantly affects innovative idea generation (β=-0.154, SE = 0.042, p < 0.001) and idea implementation (β=-0.151, SE = 0.043, p < 0.001). Figure 3 shows the structural model outcomes of the mediation effect after controlling for the influence of the demographic variables. The relationship between workplace telepressure and cognitive failure is positive and significant (β = 0.232, SE = 0.044, p < 0.001), supporting H1. Additionally, cognitive failure negatively affects innovative idea generation (β=-0.487, SE = 0.030, p < 0.001) and implementation (β=-0.340, SE = 0.036, p < 0.001). Thus, H2a and H2b are supported. The direct relationship between workplace telepressure and innovative idea generation/implementation became insignificant after including cognitive failure, suggesting that cognitive failure mediates the effects of workplace telepressure on innovative idea generation and implementation. ------------------------- Insert Fig. 2 about here. ------------------------- ------------------------- Insert Fig. 3 about here. ------------------------- Moreover, we tested the existence of mediation effects using the bootstrapping method. The bootstrap results in Table 6 indicate that the indirect effect in “WT ->CF ->IIG” is -0.113 (bias-corrected 95% CI=-0.154–-0.071, p CF->III” is -0.079 (bias-corrected 95% CI=-0.116–-0.050, p < 0.001), thus supporting H4a and H4b. Table 6 The indirect effect of hypothesized paths ( N = 499) Paths Estimate Standard error T value p value Bootstrap 5000 times bias-corrected intervals 95%Lower 95%Upper (1).WT ->CF ->IIG -0.113 0.023 5.171 0.000 -0.154 -0.071 (2).WT ->CF->III -0.079 0.018 4.507 0.000 -0.116 -0.050 (1)-(2) -0.034 0.010 -3.327 0.000 —— —— Note(s): WT, workplace telepressure; CF, cognitive failure; IIG, innovative idea generation; III, innovative idea implementation. Furthermore, for the mediation model, this study compares the indirect effects between “WT ->CF ->IIG” and “WT ->CF->III”. Table 6 shows that the negative indirect effect of “WT ->CF ->IIG” is significantly higher than that of “WT ->CF->III”(the indirect effect difference=-0.034, p < 0.001), indicates that R&D employee with workplace telepressure is more likely to reduce innovative idea generation by decreasing their cognitive failure, supporting H5. ------------------------- Insert Table 6 about here. ------------------------- 4.2.2 Moderated mediation effect Following Hair et al. ( 2017 ), the orthogonalization approach was used to examine the moderating effects of perceived coworker support. The interaction terms were standardized. Figure 4 shows that the coefficient of the interaction term between perceived coworker support and workplace telepressure on cognitive failure is significant (β=-0.074, SE = 0.031, p < 0.05) when controlling for the influence of demographic variables. Hence, H6 is supported. Additionally, a simple slope analysis was performed to illustrate the effect of workplace telepressure on cognitive failure, depending on high/low perceived coworker support (Fig. 5 ). The relationship between workplace telepressure and cognitive failure is weaker with high perceived coworker support, implying that perceived coworker support weakens the influence of workplace telepressure on cognitive failure. ------------------------- Insert Fig. 4 about here. ------------------------- ------------------------- Insert Fig. 5 about here. ------------------------- This study examined the moderated mediation effect by using the index developed by Hayes ( 2015 ). To test the significance of the index, bootstrapping of 5000 samples was used to generate a bootstrap confidence interval. Table 7 shows that the value of the index for the indirect effect of “WT->CF->IIG” is significant (β = 0.072, SE = 0.035, bias-corrected 95%CI = 0.005–0.144, p CF > III” is significant (β = 0.051, SE = 0.025, bias-corrected 95%CI = 0.004–0.101, p CF > IIG 0.072(SE = 0.035) 0.005 0.144 0.032 WT->CF > III 0.051(SE = 0.025) 0.004 0.101 0.031 Moderator: PCS Indirect effect 95%Lower 95%Upper p + 1SD WT->CF > IIG = (-0.051) (SE = 0.029) -0.108 0.006 0.081 -1SD WT->CF > IIG = (-0.124) (SE = 0.024) -0.172 -0.078 0.001 + 1SD WT->CF > III = (-0.036) (SE = 0.021) -0.082 0.003 0.077 -1SD WT->CF > III = (-0.086) (SE = 0.018) -0.125 -0.054 0.001 Note(s): WT, workplace telepressure; CF, cognitive failure; IIG, innovative idea generation; III, innovative idea implementation; PCS, perceived coworker support. SE = standard error; SD = standard deviation. We further analyzed the conditional indirect effects of high and low perceived coworker support. Table 7 shows that when perceived coworker support is low (-1SD), workplace telepressure significantly reduces innovative idea generation through cognitive failure (β=-0.124, SE = 0.024, bias-corrected 95%CI=-0.172–-0.078, p < 0.05). When perceived coworker support is high (+ 1SD), the indirect effect of workplace telepressure on innovative idea generation through cognitive failure is not statistically significant (β=-0.051, SE = 0.029, bias-corrected 95%CI=-0.108–0.006, p > 0.05). Likewise, when perceived coworker support is low (-1SD), workplace telepressure significantly reduces innovative idea implementation through cognitive failure (β=-0.086, SE = 0.018, bias-corrected 95%CI=-0.125–-0.054, p < 0.05), indicating that perceived coworker support can weaken the negative mediating effect of workplace telepressure on innovative idea generation/implementation through cognitive failure. ------------------------- Insert Table 7 about here. ------------------------- 4.3 Artificial neural network analysis To further validate the robustness of the PLS-SEM results and uncover more complex nonlinear relationships among variables, this study incorporates ANN analysis as a supplementary method. While traditional PLS-SEM primarily identifies linear associations and assumes compensatory effects among variables, the mechanism through which workplace telepressure influences innovative idea generation and implementation via cognitive failure may be inherently nonlinear and non-compensatory. Thus, integrating PLS-SEM with ANN provides a more comprehensive understanding of the relative importance of each predictor in the proposed model. A Multilayer Perceptron (MLP) was used as the ANN model, with sigmoid activation functions and a feed-forward back-propagation (FFBP) learning algorithm (Leong et al. 2024 ). To minimize potential overfitting, a tenfold cross-validation approach was employed. The dataset was split into training and testing sets at a 9:1 ratio. Model performance was evaluated using the Root Mean Squared Error (RMSE). As shown in Table 8 , for the dependent variable innovative idea generation, the average RMSE across the tenfold cross-validation was 0.138 (training set) and 0.137 (testing set), while for innovative idea implementation, the average RMSE was 0.145 (training set) and 0.139 (testing set). These relatively low RMSE values indicate good predictive accuracy of the ANN models. Table 8 Root Mean Squared Error (RMSE) Output: IIG Output: III Training Testing Training Testing N SSE RMSE N SSE RMSE N SSE RMSE N SSE RMSE Total samples 445 8.289 0.136 54 1.228 0.151 451 9.432 0.145 48 0.779 0.127 499 447 8.589 0.139 52 0.883 0.130 440 8.872 0.142 59 1.608 0.165 499 444 8.684 0.140 55 1.018 0.136 447 9.469 0.146 52 0.658 0.112 499 437 8.486 0.139 62 1.097 0.133 441 9.077 0.143 58 1.087 0.137 499 443 8.143 0.136 56 1.158 0.144 457 9.436 0.144 42 0.824 0.140 499 450 8.643 0.139 49 0.701 0.120 450 9.232 0.143 49 1.234 0.159 499 445 8.493 0.138 54 0.810 0.122 441 9.500 0.147 58 0.809 0.118 499 451 8.965 0.141 48 0.829 0.131 455 9.809 0.147 44 0.875 0.141 499 441 7.909 0.134 58 1.423 0.157 440 8.946 0.143 59 1.238 0.145 499 447 8.241 0.136 52 1.160 0.149 447 9.831 0.148 52 1.035 0.141 499 Mean 8.444 0.138 1.031 0.137 9.360 0.145 1.015 0.139 SD 0.305 0.002 0.224 0.012 0.329 0.002 0.286 0.016 Further, sensitivity analysis was conducted to evaluate the relative importance of input variables in predicting innovative idea generation and innovative idea implementation. As presented in Table 9 , cognitive failure demonstrated the highest predictive contribution for both outcome variables, whereas workplace telepressure exhibited the lowest contribution. This result further supports the critical mediating role of cognitive failure and suggests that the direct effect of workplace telepressure on innovative behaviors is limited. Table 9 Sensitivity analysis. Output: IIG Output: III NN WT CF PCS WT CF PCS 1st 0.033 0.719 0.247 0.097 0.623 0.280 2nd 0.034 0.800 0.166 0.116 0.629 0.255 3rd 0.052 0.733 0.214 0.098 0.703 0.199 4th 0.014 0.818 0.168 0.018 0.747 0.235 5th 0.069 0.721 0.211 0.133 0.585 0.282 6th 0.045 0.719 0.236 0.146 0.519 0.335 7th 0.048 0.731 0.221 0.084 0.586 0.349 8th 0.029 0.649 0.322 0.037 0.768 0.195 9th 0.072 0.695 0.233 0.089 0.727 0.184 10th 0.005 0.744 0.251 0.115 0.395 0.489 MI 0.040 0.733 0.227 0.093 0.628 0.280 NI 5% 100% 31% 15% 100% 45% Abbreviations: MI, mean importance; NN, neural network; NI, normalized importance. ------------------------- Insert Table 8 about here. ------------------------- ------------------------- Insert Table 9 about here. ------------------------- 5. DISCUSSION AND CONCLUSION 5.1 Discussion and theoretical contributions First, we extend the JD-R model by introducing workplace telepressure as a novel perspective that hinders R&D employees’ innovative behavior. Most existing literature on workplace telepressure has focused on its negative implications for occupational health and well-being (Barber et al. 2019 ; Grawitch et al. 2017 ; Kao et al. 2020 ; Santuzzi & Barber 2018 ). This study shifts the lens toward innovative behavior, theorizing that telepressure—while not a traditional workload—constitutes a response to digital job demand and undermines employees’ cognitive availability for creative tasks. While recent work by Aman-Ullah et al. ( 2025 ) has started to bridge this gap, their study was conducted among university faculty, where the innovation context and digital demands differ substantially from high-stakes corporate R&D environments. Our study shifts the analytical lens toward R&D professionals, for whom innovative performance is both core and cognitively intensive. By demonstrating that anxious responsiveness to ICT interrupts deep-focus work essential for both idea generation and implementation, our study broadens the conceptual scope of telepressure and situates it firmly within the innovative behavior literature. This not only responds to recent calls to explore the “dark side” of digital technologies (Lanzolla et al. 2020 ), but also adds to the evolving understanding of how technology-induced pressures shape employee behavior in R&D employees. Second, we specify cognitive failure—a disruption in attention, memory, and decision-making—as the key internal resource mechanism through which telepressure exerts its negative influence. Drawing on PET (Eysenck & Calvo 1992 ), our results show that telepressure does not directly reduce innovative behavior; instead, it compromises cognitive functioning, especially in the early stages of idea generation. This insight addresses a major gap in the literature by clarifying the proximal pathway between responding to ICT-driven demands and employee performance. Moreover, our analysis highlights that innovative idea generation is more vulnerable to cognitive failure than implementation, suggesting that creativity, rather than execution, is the first casualty in cognitively overloaded environments. Thus, this study responds to the call for a better understanding of the implications of cognitive failures on employees’ behaviors at work (Wallace & Chen 2005 ). Third, drawing on the buffering hypothesis of the JD-R model, we identify perceived coworker support (PCS) as a critical job resource that mitigates the negative impact of workplace telepressure on cognitive failure, and in turn, on innovative idea generation and implementation. This finding deepens our understanding of how motivational resources can buffer the cognitive costs imposed by responding to ICT-driven job demands. The moderation analysis provides a more nuanced view of how the indirect pathway from telepressure to diminished innovative behavior—via cognitive failure—is conditioned by the social context of the workplace (Barber & Santuzzi 2015 ; Grawitch et al. 2017 ; Santuzzi & Barber 2018 ). More broadly, highlighting the moderating role of coworker support extends existing research, which has primarily focused on its direct effects on innovative behavior (Lee & Choi 2003 ; Zhou & George 2001 ), by demonstrating its capacity to serve as a protective mechanism in high-pressure digital work environments. Finally, our use of ANN analysis offers complementary insights. The results reveal that cognitive failure is the most influential predictor of innovative behavior, more so than telepressure itself. The reason cognitive failure holds the strongest predictive power may lie in its proximal and direct interference with the cognitive processes essential for innovative behavior. When employees experience cognitive failure, such as lapses in attention, memory, or decision-making, their capacity to generate and implement novel ideas is immediately compromised. In contrast, workplace telepressure exerts a more distal and indirect influence—its effect on innovative behavior operates primarily through the disruption of cognitive function, which weakens its predictive strength when considered alongside cognitive failure in the ANN model. This finding highlights the importance of targeting cognitive well-being as a strategic focal point for fostering innovative behavior in high-pressure digital work environments. The integration of SEM and ANN methods not only confirms the robustness of our theoretical model but also adds predictive depth to our findings. 5.2 Practical implications Our findings offer important practical implications for R&D employees and managers. Employees should develop self-regulatory strategies to manage workplace telepressure, such as setting fixed times during the day to check and respond to ICT messages. This approach helps protect blocks of uninterrupted time for deep cognitive work and innovation. More critically, the finding that telepressure impairs innovative behavior via cognitive failure suggests that working longer or harder in response to ICT demands is counterproductive. Instead, R&D employees should focus on cultivating psychological detachment—the ability to mentally disengage from work outside of working hours (Etzion et al. 1998 ). This involves deliberately avoiding work-related ICT use during off-hours (Sonnentag & Fritz 2007 ), which enables full recovery (Sonnentag & Bayer 2005 ) and ultimately supports sustained attention, idea generation, and implementation (Wendsche & Lohmann-Haislah 2017 ). For R&D managers, it is essential to prevent workplace telepressure from becoming entrenched in organizational culture. Employees’ compulsion to respond often stems from perceived expectations, which are largely shaped by managerial signals and norms (Barber et al. 2024 ; Barber & Santuzzi 2015 ; Nöhammer & Stichlberger 2019 ). To counter this, managers should clearly communicate that immediate responses are not required and that ICT tools are intended for asynchronous communication. A practical tactic is to promote message phrasing such as “please do not respond ASAP”, and instead encourage alternatives like “please respond by [date/time]”. This reduces anxiety for both senders and receivers and reinforces healthy boundaries. Additionally, managers should model detachment by refraining from sending or replying to ICT messages outside work hours, and foster social interaction through regular face-to-face engagement among employees. These efforts can strengthen coworker relationships and create a supportive environment conducive to innovation. 5.3 Limitations and future research First, one important reason employees feel the urge to respond to ICT messages is to make a good impression and maintain a good relationship with others in their workplace (Bani-Melhem et al. 2018 ; Barber & Santuzzi 2015 ). Past research shows that individuals from collectivistic nations have a stronger desire to maintain a good image among colleagues; such a cultural aspect, known as social face, is particularly valued in countries such as China (Wong et al. 2007 ). Hence, our sample from China may be biased in favor of the strong effect of workplace telepressure on employee behavior. Future research that replicates our study using data from individualistic nations will add value to this area of research. Second, cognitive failures can be influenced by many organizational variables (Wallace & Chen 2005 ); coworker support is just one of them. Additionally, workplace telepressure occurs when employees feel an urge to reply to ICT messages from coworkers or supervisors (Barber & Santuzzi 2015 ). Future research can examine the role of leaders’ support as another possible boundary condition for the relationships between workplace telepressure, cognitive failure, and employees’ innovative behavior. Insights into the role of leaders’ support will advance this research. 6. CONCLUSIONS By synthesizing the JD-R model and PET, this study examined the indirect effects of workplace telepressure on employees’ innovative behavior. Our results revealed an indirect pathway whereby workplace telepressure influences innovative idea generation and implementation via the mediation of cognitive failure; the strength of this indirect effect is conditional on employees’ perceived coworker support. These insights lead to a clear and actionable message—“Please Do Not Respond ASAP”—a mindful delay in digital responsiveness may be essential for preserving cognitive resources and fostering sustainable innovation. Declarations Ethical Approval This study was approved by the Ethics Review Board of Guangzhou Institute of Digital Innovation, which is based at South China University of Technology, Guangzhou, China. Given that this study was conducted in the context following the outbreak of the COVID-19 pandemic, the approval was granted in August 2020. This study involved a non-interventional social science survey that did not include any medical procedures, collection of biological samples, or personally identifiable sensitive information. Therefore, ethical approval was not required according to Article 32 of the Measures for the Ethical Review of Life Science and Medical Research Involving Humans (China, 2023), which allows exemption for research that does not involve human biological samples, medical interventions, or identifiable personal information. The study follows the guidelines established by the Declaration of Helsinki (2023) and adheres to ethical standards for protecting human participants’ rights, including privacy, confidentiality, informed consent, dignity, and the right to withdraw from participation at any time without consequence. The research materials and procedures were reviewed and approved by the Director of Guangzhou Institute of Digital Innovation, ensuring compliance with these ethical standards. Regulation citation: Measures for the Ethical Review of Life Science and Medical Research Involving Humans (2023), Article 32. Published by: National Health Commission of the People’s Republic of China. URL: https://www.gov.cn/zhengce/zhengceku/2023-02/28/content_5743658.htm Informed Consent Informed consent was obtained electronically via an online questionnaire platform during both stages of data collection. Prior to accessing the main part of the survey, all participants were shown an introductory page that clearly described the academic and voluntary nature of the study, the purpose of the survey, the procedures involved, and assurances regarding anonymity and confidentiality. Participants were explicitly informed of their right to refuse participation or withdraw at any time without any negative consequences. To proceed, respondents were required to confirm their consent by checking an “I consent to participate” box. Only those who agreed were allowed to continue with the survey. This consent procedure was implemented for both rounds of data collection, with the support of a professional research firm that ensured data protection and compliance with informed consent protocols. Consent for the first-stage survey was obtained between August 31 and September 10, 2020. Consent for the second-stage survey was obtained between October 15 and October 25, 2020. Informed consent was obtained independently at each stage, prior to collecting any responses. All participants were adult R&D employees from manufacturing firms located in South China. No vulnerable populations (e.g., minors or individuals with impaired decision-making capacity) were involved in the study. References Afsar B, Badir YF, Saeed BB (2014) Transformational leadership and innovative work behavior. Ind Manag Data Syst 114(8): 1270-1300. Altmann EM, Trafton JG, Hambrick DZ (2014) Momentary interruptions can derail the train of thought. J Exp Psychol Gen 143(1): 215-226. 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Huang L (2014) On the dimensional structure of the employee occupational well-being in Chinese enterprises (in Chinese). Cent Univ Finance Econ (Chin) (10): 84-112. Liang H, Saraf N, Hu Q, Xue Y (2007) Assimilation of enterprise systems: The effect of institutional pressures and the mediating role of top management. MIS Q 31(1): 59-87. Lu L, Lin X, Leung K (2012) Goal orientation and innovative performance: The mediating roles of knowledge sharing and perceived autonomy. J Appl Soc Psychol 42: E180-E197. MacKenzie SB, Podsakoff PM (2012) Common method bias in marketing: Causes, mechanisms, and procedural remedies. J Retail 88(4): 542-555. Madjar N (2008) Emotional and informational support from different sources and employee creativity. J Occup Organ Psychol 81(1): 83-100. Madrid HP, Patterson MG (2016) Creativity at work as a joint function between openness to experience, need for cognition and organizational fairness. Learn Individ Differ 51: 409-416. Magadley W, Birdi K (2012) Two sides of the innovation coin? An emprical investigation of the relative correlates of idea generation and idea implementation. Int J Innov Manag 16(01): 1250002. Mansour S, Tremblay D-G (2019) How can we decrease burnout and safety workaround behaviors in health care organizations? The role of psychosocial safety climate. Pers Rev 48(2): 528-550. Martin M (1983) Cognitive failure: Everyday and laboratory performance. Bull Psychon Soc 21(2): 97-100. Meng B, Liu W, Zhou M (2024) How can we boost learning and vitality? The influence of perceived organizational support on innovative behavior. Eurasian Bus Rev 14(4): 917-943. Murray NP, Janelle CM (2003) Anxiety and performance: A visual search examination of the processing efficiency theory. J Sport Exerc Psychol 25(2): 171-187. Ng TW (2024) Workplace hurdles and innovative behavior: A meta-analysis. J Vocat Behav 149: 103968. 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Santuzzi AM, Barber LK (2018) Workplace telepressure and worker well-being: The intervening role of psychological detachment. Occup Health Sci 2(4): 337-363. Schuh SC, Zhang XA, Morgeson FP, Tian P, van Dick R (2018) Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings. Hum Resour Manag 57(1): 397-409. Semaan R, Nater UM, Heinzer R, Haba-Rubio J, Vlerick P, Cambier R, Gomez P (2023) Does workplace telepressure get under the skin? Protocol for an ambulatory assessment study on wellbeing and health-related physiological, experiential, and behavioral concomitants of workplace telepressure. BMC Psychol 11(1): 145. Sheng H, Yang P, Feng Y (2020) How to inspire customers via social media. Ind Manag Data Syst 120(6): 1041-1057. Shuck B, Adelson JL, Reio Jr TG (2017) The employee engagement scale: Initial evidence for construct validity and implications for theory and practice. Hum Resour Manag 56(6): 953-977. Simsek Z, Heavey C, Fox BC, Yu T (2022) Compelling questions in research: Seeing what everybody has seen and thinking what nobody has thought. J Manag 48(6): 1347-1365. Sonnentag S, Bayer UV (2005) Switching off mentally: Predictors and consequences of psychological detachment from work during off-job time. J Occup Health Psychol 10(4): 393-414. Sonnentag S, Fritz C (2007) The recovery experience questionnaire: development and validation of a measure for assessing recuperation and unwinding from work. J Occup Health Psychol 12(3): 204. Susskind AM, Kacmar KM, Borchgrevink CP (2003) Customer service providers' attitudes relating to customer service and customer satisfaction in the customer-server exchange. J Appl Psychol 88(1): 179-187. Tatar B, Erdil O (2025) Always on emails and employee wellbeing: The role of subjective norm of connectivity. Int J Manpow 46(2): 353-367. Van Hootegem A, Niesen W, De Witte H (2019) Does job insecurity hinder innovative work behaviour? A threat rigidity perspective. Creat Innov Manag 28(1): 19-29. Vial G (2019) Understanding digital transformation: A review and a research agenda. J Strateg Inf Syst 28(2): 118-144. Wallace JC, Chen G (2005) Development and validation of a work‐specific measure of cognitive failure: Implications for occupational safety. J Occup Organ Psychol 78(4): 615-632. Wendsche J, Lohmann-Haislah A (2017) A meta-analysis on antecedents and outcomes of detachment from work. Front Psychol 7: 2072. West MA (2002) Sparkling fountains or stagnant ponds: An integrative model of creativity and innovation implementation in work groups. Appl Psychol 51(3): 355-387. Wong A, Tjosvold D, Su F (2007) Social face for innovation in strategic alliances in China: The mediating roles of resource exchange and reflexivity. J Organ Behav 28(8): 961-978. Xu Y, Qu H, Feng M, Zhang Y (2025) Career calling and employee innovative behavior: the role of role breadth self-efficacy and supervisor innovation support. Chin Manag Stud. Advance online publication. https://doi.org/10.1108/CMS-03-2024-0208 Yu L, Wu W (2024) The impact of perceived environmental corporate social responsibility on idea generation and idea implementation. Humanit Soc Sci Commun 11(1): 1-15. Zaitouni M, Ouakouak ML (2018) The impacts of leadership support and coworker support on employee creative behavior. Int J Product Perform Manag 67(9): 1745-1763. Zhang Z, Ye B, Hu A, Zhang H (2024) Unlocking the potential of digital transformation: a dual-chain mediation model for product innovation performance in manufacturing. Technol Anal Strateg Manag. Advance online publication. https:// doi. org/ 10. 1080/ 09537 325.2024. 23208 24 Zhou G, Zheng K, Liu A (2024) How does organizational stigma damage employees’ innovative performance? An emotional labor perspective. Humanit Soc Sci Commun 11(1): 1601. Zhou J, George JM (2001) When job dissatisfaction leads to creativity: Encouraging the expression of voice. Acad Manag J 44(4): 682-696. Additional Declarations No competing interests reported. Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-6983834","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Article","associatedPublications":[],"authors":[{"id":508693268,"identity":"8a972f31-1e9d-4a21-b5cc-3e623c10d227","order_by":0,"name":"Baosheng Ye","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAA80lEQVRIiWNgGAWjYBACAyBmhjAZGw4kVEjI8ZOghbnxwIMzFsaSDcRrYW8++LCtInEDIS3m7IcPfy6ouGO34Xhjw4HEeRKMGxiYHz66gUeLZU9amvSMM8+SN5w5CNSyTYLZnIHN2DgHn8MO5Jgx87YdTja4kQjWwmbZwMMmjVfL+TfGn3n/AbXcfwjUMkeCx+AAIS03cgykeRsO2xncAAZyYoOEBEEtljOepUnzHDucIHkG6LCEYxIGks0E/GLOn3z4M0/NYXu+48cff/xRU1ffz9788DE+LTCQuOAAjMlMhHIQsJdvIFLlKBgFo2AUjDwAAKQHVym/y6JCAAAAAElFTkSuQmCC","orcid":"","institution":"Fujian Agriculture and Forestry University","correspondingAuthor":true,"prefix":"","firstName":"Baosheng","middleName":"","lastName":"Ye","suffix":""},{"id":508693269,"identity":"697d715d-e535-4648-8402-388637541ee4","order_by":1,"name":"Mengying Li","email":"","orcid":"","institution":"Fujian Agriculture and Forestry University","correspondingAuthor":false,"prefix":"","firstName":"Mengying","middleName":"","lastName":"Li","suffix":""},{"id":508693270,"identity":"34c41f37-d97b-4bfd-87ec-c2f325606aff","order_by":2,"name":"Jialu Ni","email":"","orcid":"","institution":"Fujian Agriculture and Forestry University","correspondingAuthor":false,"prefix":"","firstName":"Jialu","middleName":"","lastName":"Ni","suffix":""},{"id":508693271,"identity":"a6787b88-cd04-44f5-a6ae-73c6872d23ed","order_by":3,"name":"Zhengang Zhang","email":"","orcid":"","institution":"South China University of Technology","correspondingAuthor":false,"prefix":"","firstName":"Zhengang","middleName":"","lastName":"Zhang","suffix":""}],"badges":[],"createdAt":"2025-06-26 13:23:18","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-6983834/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-6983834/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":90794809,"identity":"74613636-8572-4458-aa2e-539160f4c016","added_by":"auto","created_at":"2025-09-08 08:46:04","extension":"png","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":35291,"visible":true,"origin":"","legend":"\u003cp\u003eResearch model\u003c/p\u003e","description":"","filename":"1.png","url":"https://assets-eu.researchsquare.com/files/rs-6983834/v1/52703afb68b9f1d405abd9ae.png"},{"id":90794810,"identity":"979e3cff-1f4f-47cc-9825-c684ad8fe774","added_by":"auto","created_at":"2025-09-08 08:46:04","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":17476,"visible":true,"origin":"","legend":"\u003cp\u003eStructural model analysis of direct effect (\u003cem\u003eN\u003c/em\u003e=499)\u003c/p\u003e","description":"","filename":"2.png","url":"https://assets-eu.researchsquare.com/files/rs-6983834/v1/cc36bb0186529511caf59505.png"},{"id":90796083,"identity":"ad528998-63f5-42e3-8084-b39bf91698f0","added_by":"auto","created_at":"2025-09-08 09:02:05","extension":"png","order_by":3,"title":"Figure 3","display":"","copyAsset":false,"role":"figure","size":29089,"visible":true,"origin":"","legend":"\u003cp\u003eStructural model analysis of mediation effect (\u003cem\u003eN\u003c/em\u003e=499)\u003c/p\u003e","description":"","filename":"3.png","url":"https://assets-eu.researchsquare.com/files/rs-6983834/v1/dbee99f7bb1794afe54ac061.png"},{"id":90795762,"identity":"2ec0adee-38e8-457f-899f-660446ea0e60","added_by":"auto","created_at":"2025-09-08 08:54:04","extension":"png","order_by":4,"title":"Figure 4","display":"","copyAsset":false,"role":"figure","size":33104,"visible":true,"origin":"","legend":"\u003cp\u003eModeration of PCS on hypothesized paths (\u003cem\u003eN\u003c/em\u003e=499)\u003c/p\u003e","description":"","filename":"4.png","url":"https://assets-eu.researchsquare.com/files/rs-6983834/v1/936c1a7ff4f572d5d3348175.png"},{"id":90794812,"identity":"ccfa948a-340d-48ba-be9e-6799fa3f6119","added_by":"auto","created_at":"2025-09-08 08:46:04","extension":"png","order_by":5,"title":"Figure 5","display":"","copyAsset":false,"role":"figure","size":37833,"visible":true,"origin":"","legend":"\u003cp\u003eSimple slope test (\u003cem\u003eN\u003c/em\u003e=499)\u003c/p\u003e","description":"","filename":"5.png","url":"https://assets-eu.researchsquare.com/files/rs-6983834/v1/ac53efa173d310752bf04abf.png"},{"id":104430026,"identity":"23a93810-4289-4e7e-ac1a-8d5c62be28bc","added_by":"auto","created_at":"2026-03-11 15:27:40","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":1659061,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-6983834/v1/b7922e37-4aff-49db-b4ba-362ff8556e63.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"\u003cp\u003ePlease Do Not Respond Asap: Impact of Workplace Telepressure on Employees’ Innovative Behavior in the Digital Era\u003c/p\u003e","fulltext":[{"header":"1. INTRODUCTION","content":"\u003cp\u003eThe growing integration of information and communication technologies (ICTs) into workplace communication has been widely praised for enhancing employees\u0026rsquo; innovative behavior. By offering flexible working arrangements (Tatar \u0026amp; Erdil \u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2025\u003c/span\u003e), facilitating access to diverse information sources (Boeker et al. \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; Dewett \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2003\u003c/span\u003e), and supporting high levels of digital collaboration (Madjar \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e2008\u003c/span\u003e), ICTs are thought to be instrumental in fostering creativity and innovation (Vial \u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). However, emerging evidence highlights the \u0026ldquo;dark side\u0026rdquo; of digital work environments. N\u0026ouml;hammer and Stichlberger (\u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) showed that the pervasive use of ICT can lead to extended work-related availability and heightened stress, undermining employees\u0026rsquo; ability to generate and implement novel ideas. Lanzolla et al. (\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) also point out that the potential cognitive and psychological burdens of digital work remain underexplored in the innovation literature.\u003c/p\u003e\u003cp\u003eOne such digital-era strain is workplace telepressure\u0026mdash;a psychological state characterized by the urge and preoccupation to respond quickly to work-related messages via ICT (Barber \u0026amp; Santuzzi \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Recent studies have linked telepressure to impaired employee well-being (Grawitch et al. \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2017\u003c/span\u003e), family conflict (Barber et al. \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2019\u003c/span\u003e), and job burnout (Kao et al. \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2020\u003c/span\u003e), drawing attention to its detrimental effects. More recently, workplace telepressure has been empirically associated with reduced psychological detachment (Barber et al. \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2024\u003c/span\u003e), elevated physiological stress indicators such as lower cardiac vagal tone and hormonal imbalance (Semaan et al. \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e2023\u003c/span\u003e), and increased work-family conflict (Aman-Ullah et al. \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2025\u003c/span\u003e). These findings reinforce the idea that workplace telepressure may not simply be a time management issue but a deeper cognitive strain with serious implications for innovative behavior.\u003c/p\u003e\u003cp\u003eHowever, despite growing interest in this phenomenon, existing research leaves several important questions unanswered. First, although prior studies have examined various outcome variables associated with workplace telepressure (Barber et al. \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Barber et al. \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Santuzzi \u0026amp; Barber \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e2018\u003c/span\u003e), the underlying mechanism through which it affects innovative behavior remains insufficiently understood. In particular, existing research has largely overlooked the cognitive perspective\u0026mdash;failing to specify how telepressure disrupts employees\u0026rsquo; mental functioning or depletes internal cognitive resources. Without such clarity, organizations risk underestimating the hidden cognitive costs of digital hyper-connectivity, thereby creating conditions that inadvertently suppress employees\u0026rsquo; innovative capacity. Second, prior research often treats innovative behavior as a unidimensional construct (Guo et al. \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Jada et al. \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Xu et al. \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2025\u003c/span\u003e), overlooking important distinctions between idea generation and idea implementation. This gap is problematic because the two stages rely on different cognitive processes and may be differentially affected by workplace telepressure. Furthermore, few studies have examined the moderating role of perceived coworker support in this context, particularly in digital work settings where interpersonal support may serve as a critical buffer against resource depletion.\u003c/p\u003e\u003cp\u003eTo address these gaps, this study integrates the Job Demands\u0026ndash;Resources (JD-R) model (Bakker \u0026amp; Demerouti \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2007\u003c/span\u003e) and Processing Efficiency Theory (PET) (Eysenck \u0026amp; Calvo \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e1992\u003c/span\u003e) to examine how workplace telepressure leads to cognitive failure, and in turn, impairs both components of innovative behavior. Workplace telepressure which emphasizes the ICT-driven compulsion to remain constantly responsive closely mirrors the form of anxiety-like state described in PET, which impairs task-focused attention and reduces cognitive efficiency. In this view, telepressure reflects the anxiety-like state described in PET, that interferes with the optimal allocation of cognitive resources. We argue that cognitive failure, characterized by errors in attention, memory, and action (Wallace \u0026amp; Chen \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2005\u003c/span\u003e), serves as the primary conduit through which telepressure hampers innovative behavior, especially at the idea generation stage. We also examine perceived coworker support as a moderating job resource that may alleviate these cognitive costs. Methodologically, we complement Partial Least Squares-Structural Equation Modeling (PLS-SEM) with Artificial Neural Network (ANN) analysis to capture nonlinear effects and assess variable importance with greater precision (Leong et al. \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). By clarifying the cognitive costs of workplace telepressure and highlighting the protective role of coworker support, this study contributes to both theory and practice in promoting sustainable innovation under conditions of constant digital connectivity.\u003c/p\u003e"},{"header":"2. LITERATURE AND HYPOTHESES DEVELOPMENT","content":"\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e\u003ch2\u003e2.1 Literature Review\u003c/h2\u003e\u003cp\u003eResearch on employee innovative behavior has grown significantly in recent decades, with a wide range of studies identifying its antecedents across multiple levels. At the individual level, factors such as personality traits (i.e. conscientiousness, extraversion), career calling, and perceived overqualification have been shown to positively influence innovation-related outcomes (De Haro \u0026amp; Vena \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Guo et al. \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Xu et al. \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2025\u003c/span\u003e). At the interpersonal level, leadership style (e.g., transformational, empowering leadership), and proactive peers are commonly investigated antecedents (Afsar et al. \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Jada et al. \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Ni \u0026amp; Zheng \u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). At the organizational level, contextual factors such as innovation climate, organizational support, organizational stigma, and workplace hurdles also play critical roles in shaping innovative behavior (Jiang et al. \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Meng et al. \u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Ng \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Zhou et al. \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2024\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eDespite this rich body of literature, relatively few studies have examined the role of workplace telepressure in shaping employee innovative behavior. Prior workplace telepressure research has primarily focused on its negative effects on employee well-being and work-life balance (Barber \u0026amp; Santuzzi \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Grawitch et al. \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2017\u003c/span\u003e; Santuzzi \u0026amp; Barber \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). For instance, high telepressure has been linked to elevated stress levels, sleep disturbance, and emotional exhaustion, due to the blurring of boundaries between work and personal life (Barber \u0026amp; Santuzzi \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Santuzzi \u0026amp; Barber \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Additionally, telepressure has been found to reduce psychological detachment from work during non-working hours, contributing to burnout and reduced recovery (Barber et al. \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). At the cognitive level, telepressure is associated with increased attentional demand and mental fatigue, which impairs employees\u0026rsquo; ability to concentrate on complex tasks (Grawitch et al. \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). However, the cognitive mechanism of telepressure on innovative behavior remain underexplored.\u003c/p\u003e\u003cp\u003eMoreover, much of the existing research conceptualizes innovative behavior as a unidimensional construct, overlooking the distinction between innovative idea generation and idea implementation (Janssen \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2000\u003c/span\u003e; West \u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e2002\u003c/span\u003e). Recent literature has argued for treating these as two interrelated but distinct dimensions (Yu \u0026amp; Wu \u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e2024\u003c/span\u003e), given that employees may generate ideas without implementing them and vice versa (N\u0026ouml;hammer \u0026amp; Stichlberger \u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Recognizing these two dimensions allows for a more nuanced analysis of how different antecedents influence different stages of innovation (De Spiegelaere et al. \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Kwon \u0026amp; Kim \u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eIn terms of boundary conditions, prior research has begun to explore moderators that may attenuate or exacerbate the effects of workplace telepressure on employee outcomes. However, these studies have predominantly focused on mobile phone presence (Cambier et al. \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2020\u003c/span\u003e), working onsite versus remotely (Gillet et al. \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2023\u003c/span\u003e), job burnout (Aman-Ullah et al. \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2025\u003c/span\u003e), with limited attention to interpersonal factors. Such a focus risks overlooking the social dynamics that shape how telepressure is experienced and managed within organizational settings. In particular, the potential buffering role of perceived coworker support has been largely neglected. Given that telepressure often arises in collaborative work contexts, where employees feel compelled to respond quickly to colleagues\u0026rsquo; digital communications (Barber et al. \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2024\u003c/span\u003e), examining coworker support as a job resource is both theoretically and practically important. Understanding how supportive social environments may mitigate the cognitive and behavioral costs of telepressure could yield deeper insights into sustaining innovative behavior in digitally mediated workspaces.\u003c/p\u003e\u003cp\u003eFinally, from a methodological perspective, most studies in this domain rely on traditional linear models such as regression or SEM. The use of hybrid approaches, such as PLS-SEM combined with ANN, remains scarce. Such integration enables researchers to examine both causal relationships and nonlinear, complex patterns (Leong et al. \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2024\u003c/span\u003e), thus providing more comprehensive insights into employee innovative behavior processes.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec4\" class=\"Section2\"\u003e\u003ch2\u003e2.2 Theoretical Foundations\u003c/h2\u003e\u003cp\u003eThis study integrates the JD-R model and PET to explain how workplace telepressure affects R\u0026amp;D employees\u0026rsquo; innovative behavior, highlighting cognitive failure as a key mediating mechanism and perceived coworker support as a buffering job resource that moderates this indirect pathway.\u003c/p\u003e\u003cp\u003eThe JD-R model (Bakker \u0026amp; Demerouti 2017; Bakker \u0026amp; Demerouti \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2007\u003c/span\u003e) provides a general framework for understanding how job demands\u0026mdash;defined as \u0026ldquo;physical, psychological, social, or organizational aspects of the job that require sustained physical and/or psychological effort and are therefore associated with certain physiological and/or psychological costs\u0026rdquo;(Bakker \u0026amp; Demerouti 2017)\u0026mdash;lead to the depletion of employee resources and reduce job performance. A critical assumption underlying the JD-R model is that individuals respond to job demands; if they ignore such demands, they may not experience resource strain or negative consequences.\u003c/p\u003e\u003cp\u003eIn the context of ICT-related demands, not all employees internalize response expectations. Some may choose to delay or ignore messages and thus avoid resource depletion (Day et al. \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2012\u003c/span\u003e; Santuzzi \u0026amp; Barber \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). However, workplace telepressure emerges only when employees anxiously respond to these demands\u0026mdash;such as by compulsively checking emails or feeling the urge to respond immediately. This conceptualization of telepressure as an anxious psychological response brings it closer to the JD-R model\u0026rsquo;s theoretical logic. It emphasizes that psychological strain arises not simply from the presence of demands but from how employees perceive and react to them (Simsek et al. \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). Thus, telepressure aligns with the JD-R model as a form of strain that results when digital communication demands are internalized anxiously, making them psychologically costly and disruptive to goal-directed work behavior.\u003c/p\u003e\u003cp\u003eTo further explain the cognitive mechanisms linking workplace telepressure to performance outcomes, we draw on PET (Eysenck \u0026amp; Calvo \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e1992\u003c/span\u003e), which views anxiety as a central factor impairing cognitive functioning. Anxiety is a psychological state marked by heightened worry, intrusive thoughts, and task-irrelevant cognitive activity, which compromises the efficiency of mental processing. PET posits that under anxious conditions, individuals may attempt to maintain performance through compensatory effort, but this comes at the cost of reduced cognitive efficiency and impaired attentional control. Workplace telepressure reflects these core characteristics of anxiety. It involves persistent mental preoccupation with responding quickly to messages, fear of delayed replies being judged negatively, and difficulty disengaging from communication-related thoughts. In this sense, workplace telepressure is not merely a response to ICT demands, but a technology-induced form of anticipatory anxiety, triggered by perceived social or organizational expectations for constant availability.\u003c/p\u003e\u003cp\u003eBy conceptualizing workplace telepressure as a specific manifestation of PET-style anxiety, we are able to integrate JD-R and PET frameworks: JD-R explains how ICT demands create psychological strain when internalized, while PET clarifies how such strain reduces cognitive functioning. In cognitively demanding R\u0026amp;D settings, this reduction manifests as cognitive failure\u0026mdash;errors in attention, memory, and action(Cambier et al. \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Murray \u0026amp; Janelle \u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e2003\u003c/span\u003e; Wallace \u0026amp; Chen \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2005\u003c/span\u003e)\u0026mdash;which in turn undermines both idea generation and idea implementation. Therefore, cognitive failure serves as a key mediating mechanism linking workplace telepressure to diminished innovative behavior.\u003c/p\u003e\u003cp\u003eAdditionally, the buffering hypothesis within the JD-R model posits that the presence of job resources can moderate the negative effects of job demands. In digitally intensive work settings, perceived coworker support is an essential social resource that may help mitigate the detrimental effects of telepressure on employee outcomes. Supportive coworkers may provide emotional reassurance, assistance in managing tasks, or shared norms around communication (Barber et al. \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2024\u003c/span\u003e), all of which can help employees maintain cognitive clarity and engagement. As such, coworker support may serve as a boundary condition that attenuates the negative impact of telepressure on cognitive functioning and, ultimately, on employee innovative behavior.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec5\" class=\"Section2\"\u003e\u003ch2\u003e2.3 Hypotheses development\u003c/h2\u003e\u003cdiv id=\"Sec6\" class=\"Section3\"\u003e\u003ch2\u003e2.3.1 Workplace telepressure and R\u0026amp;D employee cognitive failure\u003c/h2\u003e\u003cp\u003eCognitive failure refers to the degree to which R\u0026amp;D employees have difficulty absorbing new information and concentrating on work (Van Horn et al. \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2004\u003c/span\u003e; Huang \u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). Drawing on PET (Eysenck \u0026amp; Calvo \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e1992\u003c/span\u003e), we argue that workplace telepressure\u0026mdash;the persistent preoccupation with and urge to respond promptly to ICT messages\u0026mdash;reflects a state of anxiety that undermines employees\u0026rsquo; cognitive functioning during complex tasks such as R\u0026amp;D work. PET further holds that anxiety impairs performance more severely on complex, cognitively demanding tasks than on simpler ones. R\u0026amp;D tasks, which require deep focus and integration of diverse information sources, are thus especially vulnerable. Under telepressure, employees\u0026rsquo; attention is frequently diverted by ICT demands. The mental load associated with monitoring, anticipating, and responding to messages drains attentional resources, resulting in difficulty concentrating, fragmented thinking, and increased error rates (Altmann et al. \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Puranik et al. \u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eMoreover, the compulsive checking of devices fosters off-task cognition, where employees mentally shift between central (R\u0026amp;D) and peripheral (ICT) tasks. This continuous attentional switching impairs sustained focus and increases the risk of memory, attention, and action failures (Martin \u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e1983\u003c/span\u003e; Wallace \u0026amp; Chen \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). Empirical research supports this mechanism: even the mere presence of mobile phones has been shown to diminish cognitive capacity in high-attention occupations such as nursing (Cambier et al. \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). Based on this theoretical rationale, we propose the following hypothesis:\u003c/p\u003e\u003cp\u003eH1: Workplace telepressure is positively related to R\u0026amp;D employees\u0026rsquo; cognitive failure.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec7\" class=\"Section3\"\u003e\u003ch2\u003e2.3.2 Cognitive failure and R\u0026amp;D employee innovative idea generation/idea implementation\u003c/h2\u003e\u003cp\u003ePET offers a compelling framework to explain how cognitive failure, resulting from anxiety-induced inefficiencies in information processing, may hinder employees\u0026rsquo; innovative behavior. Cognitive failure encompasses three key components\u0026mdash;memory failure, attention failure, and action failure\u0026mdash;each of which plays a distinct role in shaping R\u0026amp;D employees\u0026rsquo; ability to generate and implement innovative ideas (Wallace \u0026amp; Chen \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2005\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eInnovative idea generation requires employees to access, integrate, and creatively recombine diverse knowledge resources. However, memory failure, the inability to retrieve relevant task-related information, and attention failure, the inability to sustain focus on task-relevant cues, impair the cognitive processes that underlie ideation. R\u0026amp;D employees experiencing such failures often struggle to retain critical project information and to maintain the mental focus necessary for making insightful associations between seemingly unrelated ideas (Madrid \u0026amp; Patterson \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Ritter \u0026amp; Mostert \u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). These limitations in associative and divergent thinking reduce their thinking efficacy, restricting them to familiar problem-solving strategies and preventing them from engaging in creative exploration (Kwon \u0026amp; Kim \u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Shuck et al. \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). As a result, their capacity to generate novel and useful ideas is significantly diminished.\u003c/p\u003e\u003cp\u003eThe implementation of innovative ideas involves not only technical execution but also continuous problem-solving in the face of uncertainty and risk (Baer \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2012\u003c/span\u003e; Schuh et al. \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Employees with high levels of memory and attention failure may find it difficult to retrieve pertinent knowledge or to remain cognitively agile when navigating unexpected obstacles, thereby reducing their ability to refine or adapt ideas in real time (Kwon \u0026amp; Kim \u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Madrid \u0026amp; Patterson \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). Given the complex and iterative nature of R\u0026amp;D work, such cognitive limitations severely compromise task success and goal attainment. In addition, action failure\u0026mdash;the inability to carry out intended actions effectively\u0026mdash;is particularly relevant to the implementation phase. Under conditions of telepressure, R\u0026amp;D employees are prone to off-task thoughts and task-switching behaviors, such as mentally preoccupying themselves with ICT messages while simultaneously working on innovation tasks. This multitasking behavior increases cognitive fragmentation, both of which reduce the quality and consistency of execution (Altmann et al. \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Wallace \u0026amp; Chen \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). As PET emphasizes, anxiety disrupts the ability to efficiently process task-relevant information, thereby impairing overall performance in cognitively demanding activities such as innovative idea implementation (Eysenck \u0026amp; Calvo \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e1992\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eTherefore, we hypothesize as follows:\u003c/p\u003e\u003cp\u003eH2a. Cognitive failure is negatively related to R\u0026amp;D employees\u0026rsquo; innovative idea generation.\u003c/p\u003e\u003cp\u003eH2b. Cognitive failure is negatively related to R\u0026amp;D employees\u0026rsquo; innovative idea implementation.\u003c/p\u003e\u003cp\u003eWhile both idea generation and idea implementation are essential components of innovative behavior, they involve distinct cognitive processes and resource requirements (Magadley \u0026amp; Birdi \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2012\u003c/span\u003e; Van Hootegem et al. \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Consequently, the impact of cognitive failure is not uniform across these two dimensions.\u003c/p\u003e\u003cp\u003eIdea generation relies heavily on divergent and convergent thinking\u0026mdash;the ability to explore novel directions, integrate diverse information, and recombine knowledge to form original solutions (Birdi et al. \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Ettlie et al. \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). This process demands intense cognitive engagement, including sustained attention, working memory, and flexible associative thinking. As such, memory and attention failures directly undermine the ability to retrieve relevant knowledge, stay mentally focused, and make creative connections, all of which are fundamental to high-quality idea generation (Madrid \u0026amp; Patterson \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Ritter \u0026amp; Mostert \u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Cognitive failure therefore acts as a central constraint on the ideation process.\u003c/p\u003e\u003cp\u003eBy contrast, idea implementation is a more execution-oriented phase, often involving social influence, coordination, and the resolution of practical obstacles (Birdi et al. \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Van Hootegem et al. \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Yu \u0026amp; Wu \u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). While cognitive resources are still important\u0026mdash;for example, in troubleshooting problems and adapting plans\u0026mdash;employees can often rely on pre-defined action plans, procedural routines, and team support to guide behavior. This means that cognitive failure may be partially compensated through structured workflows or external input, making implementation less sensitive to internal cognitive lapses compared to the more unstructured and cognitively demanding process of idea generation. Furthermore, action failure, a key dimension of cognitive failure, may affect implementation performance primarily through behavioral inconsistency or task distraction (Wallace \u0026amp; Chen \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2005\u003c/span\u003e), but its impact is often mitigated by task structures, team collaboration, or supervisory support.\u003c/p\u003e\u003cp\u003eTherefore, although cognitive failure negatively affects both stages of innovative behavior, its impact is more pronounced for idea generation due to the higher demand for cognitive flexibility, focus, and creativity. Based on this reasoning, we propose the following hypothesis:\u003c/p\u003e\u003cp\u003eH3: The negative relationship between cognitive failure and innovative idea generation is stronger than the negative relationship between cognitive failure and innovative idea implementation.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec8\" class=\"Section3\"\u003e\u003ch2\u003e2.3.3 The mediating effect of cognitive failure\u003c/h2\u003e\u003cp\u003eAs proposed in the JD-R model, workplace telepressure\u0026mdash;as a response to ICT-related job demands\u0026mdash;consumes employees\u0026rsquo; resources and may impair their work functioning. However, the JD-R model does not specify which psychological resource is impaired. To address this gap, we incorporate PET, which specifies that cognitive resources are particularly vulnerable under the anxiety of telepressure (Eysenck \u0026amp; Calvo \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e1992\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eAs shown in H1, R\u0026amp;D employees experiencing telepressure face cognitive overload due to constant ICT monitoring, resulting in higher cognitive failure. In turn, as stated in H2a and H2b, cognitive failure\u0026mdash;manifesting as memory, attention, and action failures\u0026mdash;impairs both innovative idea generation and implementation by disrupting concentration, creative thinking, and execution accuracy. Therefore, cognitive failure acts as a psychological conduit through which telepressure undermines innovative behavior. We thus propose:\u003c/p\u003e\u003cp\u003eH4a. Cognitive failure mediates the effect of workplace telepressure on R\u0026amp;D employees\u0026rsquo; innovative idea generation.\u003c/p\u003e\u003cp\u003eH4b. Cognitive failure mediates the effect of workplace telepressure on R\u0026amp;D employees\u0026rsquo; innovative idea implementation.\u003c/p\u003e\u003cp\u003eMoreover, as noted in H3, the negative impact of cognitive failure is stronger for idea generation than for implementation, because the former demands greater cognitive flexibility, creativity, and associative thinking, whereas the latter often follows structured procedures that help buffer the effects of cognitive limitations. Consequently, the indirect negative effect of workplace telepressure via cognitive failure should also be stronger for idea generation than for implementation. Accordingly:\u003c/p\u003e\u003cp\u003eH5. Workplace telepressure has a greater negative indirect effect on innovative idea generation through cognitive failure than on innovative idea implementation.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec9\" class=\"Section3\"\u003e\u003ch2\u003e2.3.4 Moderating effect of perceived coworker support\u003c/h2\u003e\u003cp\u003eWhile workplace telepressure is a key antecedent of cognitive failure, such failure may also be shaped by other contextual factors (Wallace \u0026amp; Chen \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). Therefore, this study introduces perceived coworker support as a critical boundary condition that may moderate the relationship between workplace telepressure and cognitive failure, and consequently influence employees\u0026rsquo; innovative behavior. Perceived coworker support is defined as the extent to which employees believe that their coworkers are willing to provide them with work-related assistance to perform their tasks (Susskind et al. \u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). From the JD-R perspective, perceived coworker support has been recognized as a motivational job resource (Zaitouni \u0026amp; Ouakouak \u003cspan citationid=\"CR74\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) that helps individuals achieve goals, decreases psychological and physical costs, and promotes personal growth and development (Bakker \u0026amp; Demerouti 2017). A full application of the JD-R model requires an examination of job demands and job resources and how job resources may buffer the impact of job demands (Bakker et al. \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). A high level of job resources can buffer the influence of responding to job demands on resource exhaustion (Bakker \u0026amp; Demerouti 2017). In this study, we highlight perceived coworker support as an important job resource that may buffer the impact of workplace telepressure.\u003c/p\u003e\u003cp\u003eOne important reason R\u0026amp;D employees respond to colleagues\u0026rsquo; ICT messages quickly is to make a good impression of themselves in the eyes of coworkers (Barber \u0026amp; Santuzzi \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2015\u003c/span\u003e), so that they can maintain a good relationship with others in their workplace (Bani-Melhem et al. \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Barber et al. \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). However, when perceived coworker support is high, R\u0026amp;D employees have better working relationships with colleagues, and the pressure to make a good impression by immediately responding to coworkers\u0026rsquo; ICT messages is low. Hence, they are less anxious to commit their cognitive resources to non-core tasks related to ICT messages; instead, they focus on R\u0026amp;D tasks.\u003c/p\u003e\u003cp\u003eAdditionally, perceived coworker support can foster a work environment in which R\u0026amp;D employees do not need to extend their work availability to make their coworkers happy, which means that they can be more efficient in allocating time and effort for central and secondary tasks and in processing information related to these tasks. Consequently, they are less likely to experience cognitive failure while performing central R\u0026amp;D tasks. With stronger support from coworkers, the relationship between workplace telepressure and cognitive failure is weaker than that when perceived coworker support is low. Based on this rationale, we propose:\u003c/p\u003e\u003cp\u003eH6. Perceived coworker support moderates the relationship between workplace telepressure and cognitive failure such that this relationship is weaker when perceived coworker support is high.\u003c/p\u003e\u003cp\u003eAs perceived coworker support weakens the impact of workplace telepressure on cognitive failure and cognitive failure is negatively related to innovative idea generation and implementation, perceived coworker support weakens the mediation effect of cognitive failure between workplace telepressure and innovative behavior. Thus, we suggest the following:\u003c/p\u003e\u003cp\u003eH7a: Perceived coworker support moderates the mediation effect of cognitive failure between workplace telepressure and innovative idea generation such that the indirect effect of workplace telepressure idea generation through cognitive failure is weaker when perceived coworker support is greater.\u003c/p\u003e\u003cp\u003eH7b: Perceived coworker support moderates the mediation effect of cognitive failure between workplace telepressure and innovative idea implementation such that the indirect effect of workplace telepressure idea implementation through cognitive failure is weaker when perceived coworker support is greater.\u003c/p\u003e\u003cp\u003eFigure \u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e illustrates this model.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003cp\u003eInsert Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/div\u003e\u003c/div\u003e"},{"header":"3. DATA AND METHODOLOGY","content":"\u003cdiv id=\"Sec11\" class=\"Section2\"\u003e\u003ch2\u003e3.1\u0026ensp;Data and sample collection\u003c/h2\u003e\u003cp\u003eWe conducted a survey of manufacturing companies in China to test our hypotheses. Because reduced innovative behavior and cognitive failure among R\u0026amp;D employees are the consequences of workplace telepressure over time and the data collected at the same period may lead to common method biases (Podsakoff et al. \u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2003\u003c/span\u003e), we lagged behind the variables of idea generation/implementation and cognitive failure by a month. Notably, the data collection took place shortly after the outbreak of the COVID-19 pandemic, during a period when many organizations had rapidly transitioned to digital modes of work (Aman-Ullah et al. \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2025\u003c/span\u003e). The widespread adoption of ICT tools for communication, coordination, and remote task execution made telepressure a particularly pressing issue, especially for R\u0026amp;D employees engaged in cognitively demanding tasks. This context offers a meaningful backdrop for examining how telepressure influences cognition and innovative behavior in high-knowledge environments.\u003c/p\u003e\u003cp\u003eSpecifically, a two-stage survey was conducted to collect data. The first-stage survey collected data regarding the variables of workplace telepressure, perceived coworker support, and demographic characteristics; the second-stage survey collected data regarding cognitive failure, innovative idea generation, and implementation. Respondents\u0026rsquo; names and the last four digits of their mobile numbers were used to merge these two surveys.\u003c/p\u003e\u003cp\u003eA total of 700 responses were collected at Time 1, with 598 deemed valid after excluding cases with insufficient response time or inconsistent answers on reverse-coded items. The second survey was distributed to these 598 individuals, yielding 499 valid paired responses. These paired responses formed our final dataset, with a matching rate of approximately 71%. Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e presents the respondents\u0026rsquo; demographic characteristics.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eDescription of sample (\u003cem\u003eN\u003c/em\u003e\u0026thinsp;=\u0026thinsp;499).\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"4\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eProfile of respondents\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eClass\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eFrequency\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003e%\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eGender\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eFemale\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e262\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e52.5\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMale\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e237\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e47.5\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eAge (in years)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;25\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e127\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e25.4\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e25\u0026ndash;29\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e195\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e39.1\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u0026gt;\u0026thinsp;30\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e177\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e35.5\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eEducation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eBachelor\u0026rsquo;s degree\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e267\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e53.5\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMaster\u0026rsquo;s degree\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e168\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e33.7\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDoctor\u0026rsquo;s degree\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e64\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e12.8\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eRank\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eManager\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e87\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e17.4\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSupervisor\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e90\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e18.0\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eEmployee\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e322\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e64.5\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003eWorking tenure (in years)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;5\u003c/p\u003e \u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e228\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e45.7\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e5\u0026ndash;10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e94\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e18.8\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u0026gt;\u0026thinsp;10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e177\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e35.5\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003cp\u003eInsert Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec12\" class=\"Section2\"\u003e\u003ch2\u003e3.2\u0026ensp;Measurement\u003c/h2\u003e\u003cp\u003eInnovative idea generation was measured using a three-item scale from Janssen (\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2000\u003c/span\u003e), which assesses the extent to which R\u0026amp;D employees generated creative ideas to improve products or services over the past month. Innovative idea implementation was captured using a six-item scale, also adapted from Janssen (\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2000\u003c/span\u003e), reflecting the extent to which employees promoted and executed new ideas during the same period. Workplace telepressure was assessed with six items adapted from Barber and Santuzzi (\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2015\u003c/span\u003e), measuring employees\u0026rsquo; perceived urgency and anxiety to promptly respond to ICT-based work communications. Cognitive failure was measured using five items adapted from Mansour and Tremblay (\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e2019\u003c/span\u003e), reflecting difficulties in absorbing new information and maintaining concentration over the past month. Perceived coworker support was evaluated using a three-item scale from Susskind et al. (\u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e2003\u003c/span\u003e), which assesses employees\u0026rsquo; perceptions of colleagues\u0026rsquo; willingness to provide task-related assistance. Details of all measurement items are provided in Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e. In line with prior research indicating that demographic factors may influence innovative behavior (Lu et al. \u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e2012\u003c/span\u003e; Ng \u0026amp; Feldman \u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e2013\u003c/span\u003e)., we controlled for gender, age, education level, organizational rank, and tenure in the analyses.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eConstructs, items, and measurement model (\u003cem\u003eN\u003c/em\u003e\u0026thinsp;=\u0026thinsp;499)\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"5\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eConstruct and items\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003eF. L\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e\u003cb\u003eWorkplace telepressure (WT)\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eWhen using message-based technology for work purposes,\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e\u0026mdash;\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e1. It\u0026rsquo;s hard for me to focus on other things when I receive a message from my coworkers.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.886\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e2. I can concentrate better on other tasks once I\u0026rsquo;ve responded to my messages.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.869\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e3. I can\u0026rsquo;t stop thinking about a message until I\u0026rsquo;ve responded.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.867\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e4. I feel a strong need to respond to my coworkers immediately.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.860\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e5. I have an overwhelming feeling to respond right at that moment when I receive a request from my coworkers.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.879\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e6. It\u0026rsquo;s difficult for me to resist responding to a message right away.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.855\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colspan=\"3\" nameend=\"c3\" namest=\"c1\"\u003e\u003cp\u003e\u003cb\u003eCognitive failure (CF)\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c5\" namest=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e1. I could not concentrate easily at work in the past one month.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.714\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e2. I felt my thinking is not clear at work in the past one month.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.798\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e3. I found it hard to concentrate and think at work in the past one month.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.739\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e4. I could not calmly solve complex problems at work in the past one month.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.772\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e5. I had no confidence in my ability to think about complex issues at work in the past one month.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.729\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colspan=\"3\" nameend=\"c3\" namest=\"c1\"\u003e\u003cp\u003e\u003cb\u003ePerceived coworker support (PCS)\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c5\" namest=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e1. I find my coworkers very helpful in performing my duties.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.877\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e2. When performing my duties, I can rely heavily on my coworkers.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.891\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e3. My coworkers will provide me with important work-related information and advice that make performing my job easier.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.883\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e\u003cb\u003eInnovative idea generation (IIG)\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e1. In the past one month, I have created new ideas for difficult issues.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.836\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e2. In the past one month, I have searched out new working methods, techniques, or instruments.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.760\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e3. In the past one month, I have generated original solutions for problems.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u003cp\u003e0.794\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e\u003cb\u003eInnovative idea implementation (III)\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"4\" nameend=\"c5\" namest=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e\u003cp\u003e1. In the past one month, I have mobilized support for innovative ideas.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.655\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"1\" nameend=\"c5\" namest=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e\u003cp\u003e2. In the past one month, I have acquired approval for innovative ideas.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.703\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"1\" nameend=\"c5\" namest=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e\u003cp\u003e3. In the past one month, I have generated original solutions for problems.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.666\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"1\" nameend=\"c5\" namest=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e\u003cp\u003e4. In the past one month, I have made important ideas into useful applications.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.646\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"1\" nameend=\"c5\" namest=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e\u003cp\u003e5. In the past one month, I have transformed innovative ideas into useful applications.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.719\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"1\" nameend=\"c5\" namest=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e\u003cp\u003e6. In the past one month, I have evaluated the utility of innovative ideas.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.655\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"1\" nameend=\"c5\" namest=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003ctfoot\u003e\u003ctr\u003e\u003ctd colspan=\"5\"\u003eNote: F. L\u0026thinsp;=\u0026thinsp;Factor loading.\u003c/td\u003e\u003c/tr\u003e\u003c/tfoot\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003cp\u003eInsert Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec13\" class=\"Section2\"\u003e\u003ch2\u003e3.3\u0026ensp;Statistical analysis tools\u003c/h2\u003e\u003cp\u003eWe adopted an integrated methodological approach combining PLS-SEM and ANN. Compared with the covariance-based structural equation modeling (CB-SEM), PLS-SEM is a \u0026ldquo;silver bullet\u0026rdquo; for estimating causal models and better matching the model established in this research. PLS-SEM is based on maximizing the explained variance of \u003cem\u003eR\u003c/em\u003e\u003csup\u003e\u003cem\u003e2\u003c/em\u003e\u003c/sup\u003e, which is a proportion of the total variance explained rather than the proportion of the common variance explained by CB-SEM (Hair et al. \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). This study tested the moderation of latent variables for perceived coworker support on the meditation relationship between workplace telepressure and idea generation/implementation through cognitive failure. Because of the factor indeterminacy that limits CB-SEM\u0026rsquo;s usefulness for moderation analyses, PLS-SEM is more suitable for including the interaction term(s) in the path (Hair et al. \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2017\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eTo complement the explanatory power of PLS-SEM, we employed ANN to enhance predictive accuracy and capture potential nonlinear relationships among variables (Leong et al. \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). As a non-parametric machine learning technique, ANN does not rely on pre-defined functional forms and can uncover complex, nonlinear patterns that traditional methods might overlook (Leong et al. \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). This dual-method approach leverages the strengths of both causal inference (PLS-SEM) and prediction (ANN), providing a more robust and comprehensive understanding of the factors influencing innovative behavior under workplace telepressure.\u003c/p\u003e\u003c/div\u003e"},{"header":"4. ANALYSIS AND RESULTS","content":"\u003cdiv id=\"Sec15\" class=\"Section2\"\u003e\u003ch2\u003e4.1 Measurement model\u003c/h2\u003e\u003cdiv id=\"Sec16\" class=\"Section3\"\u003e\u003ch2\u003e4.1.1 Reliability and validity analysis\u003c/h2\u003e\u003cp\u003eFollowing Hair et al. (\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2017\u003c/span\u003e), factor loadings above 0.70 are considered acceptable. All items met this threshold for workplace telepressure (0.855\u0026ndash;0.886), cognitive failure (0.714\u0026ndash;0.798), idea generation (0.760\u0026ndash;0.836), and perceived coworker support (0.877\u0026ndash;0.891). For idea implementation, four items had loadings between 0.60 and 0.70. As their removal did not improve composite reliability, they were retained (Hair et al. \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2017\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eTable\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e presents the reliability, convergent and discriminant validity results for the constructs. Internal consistency was confirmed with Cronbach\u0026rsquo;s α values above 0.716 and composite reliability (CR) above 0.839 for all constructs, exceeding the 0.70 benchmark. Average variance extracted (AVE) values also met the recommended threshold of 0.50, except for idea implementation (AVE\u0026thinsp;=\u0026thinsp;0.473), which is still considered acceptable in context (Hair et al. \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2017\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eReliability and convergent and discriminant validity analysis (\u003cem\u003eN\u003c/em\u003e\u0026thinsp;=\u0026thinsp;499)\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"10\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c10\" colnum=\"10\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003e1\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003e2\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003e3\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003e5\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colspan=\"2\" nameend=\"c8\" namest=\"c7\"\u003e\u003cp\u003eCronbach\u0026rsquo;s α\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c9\"\u003e\u003cp\u003eCR\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c10\"\u003e\u003cp\u003eAVE\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e1. Workplace telepressure\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003e0.869\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c8\" namest=\"c7\"\u003e\u003cp\u003e0.936\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.949\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e0.756\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e2. Cognitive failure\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.230\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e\u003cb\u003e0.751\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c8\" namest=\"c7\"\u003e\u003cp\u003e0.806\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.866\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e0.564\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e3. Innovative idea generation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e-0.140\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e-0.491\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e\u003cb\u003e0.797\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c8\" namest=\"c7\"\u003e\u003cp\u003e0.716\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.839\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e0.636\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e4. Innovative idea implementation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e-0.138\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e-0.348\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.685\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e\u003cb\u003e0.688\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c8\" namest=\"c7\"\u003e\u003cp\u003e0.777\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.843\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e0.473\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e5. Perceived coworkers support\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e-0.111\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e-0.470\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.340\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.251\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e\u003cp\u003e\u003cb\u003e0.884\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.860\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.914\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e0.781\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003ctfoot\u003e\u003ctr\u003e\u003ctd colspan=\"10\"\u003eNote(s): Squared roots of the average variance extracted values are on the diagonal. Pearson\u0026rsquo;s correlation coefficients are below the diagonal.\u003c/td\u003e\u003c/tr\u003e\u003c/tfoot\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eDiscriminant validity was assessed using both the Fornell\u0026ndash;Larcker criterion and heterotrait\u0026ndash;monotrait ratio (HTMT). Fornell\u0026ndash;Larcker criterion results showed that the square roots of AVE exceeded inter-construct correlations in Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e. HTMT analysis, supported by 5,000 bootstrapped samples, showed that none of the 95% confidence intervals included 1 in Table\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e, confirming satisfactory discriminant validity across constructs.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab4\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eHeterotrait-Monotrait ratio bootstrap confidence interval test (\u003cem\u003eN\u003c/em\u003e\u0026thinsp;=\u0026thinsp;499)\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"6\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003e1\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003e2\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003e3\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003e5\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e1. Workplace telepressure\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e2. Cognitive failure\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e(0.159, 0.360)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e3. Innovative idea generation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e(0.077, 0.270)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e(0.552, 0.703)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e4. Innovative idea implementation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e(0.083, 0.239)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e(0.339, 0.515)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e(0.863, 0.976)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e5. Perceived coworker support\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e(0.045, 0.225)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e(0.483, 0.645)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e(0.340, 0.511)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e(0.207, 0.404)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003cp\u003eInsert Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e\u003cul\u003e\u003cli\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/li\u003e\u003c/ul\u003e\u003c/p\u003e\u003cp\u003eInsert Table\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec17\" class=\"Section3\"\u003e\u003ch2\u003e4.1.2 Common method variance\u003c/h2\u003e\u003cp\u003eCommon method variance (CMV) can be present in self-reported measures, resulting in biased estimations (MacKenzie \u0026amp; Podsakoff \u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). This study used procedural and statistical techniques to control and diminish the impact of CMV (Zhang et al. \u003cspan citationid=\"CR75\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). First, the anonymity of the respondents was protected in the survey, and no answers were encouraged. Second, the questionnaire was designed without explaining all constructs to reduce social desirability bias. To control for retrieval cues prompted by the question context, all items were randomly distributed. Third, Harman\u0026rsquo;s one-factor test was used, and the results showed that the first factor accounted for 29.33% of the 64.37% of the explained variance, and no single factor emerged. Fourth, following Liang et al. (\u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2007\u003c/span\u003e) method, a common method factor was added to the PLS-SEM model, which incorporated all the principal construct indicators. We then calculated the average indicator variances that were substantively explained by the constructs and CMV. Table\u0026nbsp;\u003cspan refid=\"Tab5\" class=\"InternalRef\"\u003e5\u003c/span\u003e indicates that the average substantive variance of indicator (R1)\u003csup\u003e2\u003c/sup\u003e is 0.615, while the average method-based variance (R2)\u003csup\u003e2\u003c/sup\u003e is only 0.002, and the ratio of these two is approximately 308:1. Most method factor loadings were not significant, suggesting that the method variance was small (Sheng et al. \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). Based on the above procedures, we were confident that CMV was not a major problem.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab5\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 5\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eCommon method bias analysis (\u003cem\u003eN\u003c/em\u003e\u0026thinsp;=\u0026thinsp;499)\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"8\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eConstruct\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIndicator\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003eSubstantive factor loading (R1)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e(R1)\u003csup\u003e2\u003c/sup\u003e\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c7\"\u003e\u003cp\u003eMethod factor loading (R2)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c8\"\u003e\u003cp\u003e(R2)\u003csup\u003e2\u003c/sup\u003e\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"5\" rowspan=\"6\"\u003e\u003cp\u003eWorkplace telepressure\u003c/p\u003e\u003cp\u003e(WT)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWT1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.920***(SE\u0026thinsp;=\u0026thinsp;0.019)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.846\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-0.032(SE\u0026thinsp;=\u0026thinsp;0.026)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.001\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWT2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.857***(SE\u0026thinsp;=\u0026thinsp;0.025)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.734\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.020(SE\u0026thinsp;=\u0026thinsp;0.032)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.000\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWT3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.882***(SE\u0026thinsp;=\u0026thinsp;0.024)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.778\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-0.014(SE\u0026thinsp;=\u0026thinsp;0.031)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.000\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWT4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.825***(SE\u0026thinsp;=\u0026thinsp;0.024)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.681\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.045(SE\u0026thinsp;=\u0026thinsp;0.031)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.002\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWT5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.895***(SE\u0026thinsp;=\u0026thinsp;0.022)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.801\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-0.017(SE\u0026thinsp;=\u0026thinsp;0.030)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.000\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWT6\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.773***(SE\u0026thinsp;=\u0026thinsp;0.033)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.598\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-0.045(SE\u0026thinsp;=\u0026thinsp;0.043)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.002\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"4\" rowspan=\"5\"\u003e\u003cp\u003eCognitive failure\u003c/p\u003e\u003cp\u003e(CF)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCF1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.674***(SE\u0026thinsp;=\u0026thinsp;0.044)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.454\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.051(SE\u0026thinsp;=\u0026thinsp;0.053)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.003\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCF2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.695***(SE\u0026thinsp;=\u0026thinsp;0.047)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.483\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.046(SE\u0026thinsp;=\u0026thinsp;0.052)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.002\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCF3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.809***(SE\u0026thinsp;=\u0026thinsp;0.038)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.654\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-0.020(SE\u0026thinsp;=\u0026thinsp;0.047)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.000\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCF4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.790***(SE\u0026thinsp;=\u0026thinsp;0.044)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.624\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-0.047(SE\u0026thinsp;=\u0026thinsp;0.053)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.002\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCF5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.781***(SE\u0026thinsp;=\u0026thinsp;0.041)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.610\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-0.024(SE\u0026thinsp;=\u0026thinsp;0.050)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.001\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003ePerceived coworker support\u003c/p\u003e\u003cp\u003e(PCS)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePCS1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.867***(SE\u0026thinsp;=\u0026thinsp;0.019)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.752\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-0.023(SE\u0026thinsp;=\u0026thinsp;0.029)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.001\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePCS2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.888***(SE\u0026thinsp;=\u0026thinsp;0.017)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.789\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-0.001(SE\u0026thinsp;=\u0026thinsp;0.027)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.000\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003ePCS3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.897***(SE\u0026thinsp;=\u0026thinsp;0.017)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.805\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.025(SE\u0026thinsp;=\u0026thinsp;0.027)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.001\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003eInnovative idea generation\u003c/p\u003e\u003cp\u003e(IIG)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIIG1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.723***(SE\u0026thinsp;=\u0026thinsp;0.038)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.523\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-0.070(SE\u0026thinsp;=\u0026thinsp;0.044)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.005\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIIG2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.802***(SE\u0026thinsp;=\u0026thinsp;0.033)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.643\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.052(SE\u0026thinsp;=\u0026thinsp;0.044)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.003\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIIG3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.715***(SE\u0026thinsp;=\u0026thinsp;0.041)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.511\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-0.036(SE\u0026thinsp;=\u0026thinsp;0.051)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.001\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"5\" rowspan=\"6\"\u003e\u003cp\u003eInnovative idea implementation\u003c/p\u003e\u003cp\u003e(III)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIII1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.700***(SE\u0026thinsp;=\u0026thinsp;0.036)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c5\" namest=\"c4\"\u003e\u003cp\u003e0.490\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e\u003cp\u003e0.072(SE\u0026thinsp;=\u0026thinsp;0.043)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.005\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIII2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.753***(SE\u0026thinsp;=\u0026thinsp;0.036)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c5\" namest=\"c4\"\u003e\u003cp\u003e0.567\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e\u003cp\u003e0.071(SE\u0026thinsp;=\u0026thinsp;0.043)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.005\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIII3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.669***(SE\u0026thinsp;=\u0026thinsp;0.040)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c5\" namest=\"c4\"\u003e\u003cp\u003e0.448\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e\u003cp\u003e0.037(SE\u0026thinsp;=\u0026thinsp;0.042)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.001\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIII4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.708***(SE\u0026thinsp;=\u0026thinsp;0.036)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c5\" namest=\"c4\"\u003e\u003cp\u003e0.501\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e\u003cp\u003e0.022(SE\u0026thinsp;=\u0026thinsp;0.045)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.000\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIII5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.638***(SE\u0026thinsp;=\u0026thinsp;0.039)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c5\" namest=\"c4\"\u003e\u003cp\u003e0.407\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e\u003cp\u003e-0.105*(SE\u0026thinsp;=\u0026thinsp;0.046)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.011\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIII6\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.662***(SE\u0026thinsp;=\u0026thinsp;0.034)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c5\" namest=\"c4\"\u003e\u003cp\u003e0.438\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e\u003cp\u003e-0.090*(SE\u0026thinsp;=\u0026thinsp;0.044)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.008\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eAverage\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e\u003cp\u003e0.779\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"2\" nameend=\"c6\" namest=\"c5\"\u003e\u003cp\u003e0.615\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.000\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.002\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003ctfoot\u003e\u003ctr\u003e\u003ctd colspan=\"8\"\u003eNote(s): *\u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.05; ***\u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.001\u003c/td\u003e\u003c/tr\u003e\u003c/tfoot\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003cp\u003eInsert Table\u0026nbsp;\u003cspan refid=\"Tab5\" class=\"InternalRef\"\u003e5\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/div\u003e\u003c/div\u003e\u003cdiv id=\"Sec18\" class=\"Section2\"\u003e\u003ch2\u003e4.2 Structural model analysis\u003c/h2\u003e\u003cp\u003ePrior to testing the hypotheses, we applied the variance inflation factor (VIF) index to diagnose the potential multicollinearity problem. The results showed that the VIFs of all variables did not exceed five, which suggests that multicollinearity is of minimal concern (Hair et al. \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2017\u003c/span\u003e): workplace telepressure (VIF\u0026thinsp;=\u0026thinsp;1.072), cognitive failure (VIF\u0026thinsp;=\u0026thinsp;1.372), and perceived coworker support (VIF\u0026thinsp;=\u0026thinsp;1.304).\u003c/p\u003e\u003cp\u003eIn the structural model analysis, the bootstrap analysis technique in Smart-PLS was used to repeatedly generate 5000 samples to test the significance of the path coefficient of the structural model. If the bias-corrected 95% confidence interval (CI) did not contain zero, the result was significant (Hair et al. \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Henseler et al. \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2016\u003c/span\u003e).\u003c/p\u003e\u003cdiv id=\"Sec19\" class=\"Section3\"\u003e\u003ch2\u003e4.2.1 Direct and indirect effect analysis\u003c/h2\u003e\u003cp\u003eFigure \u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e shows the structural model outcomes after controlling for the influence of demographic variables. Workplace telepressure negatively and significantly affects innovative idea generation (β=-0.154, SE\u0026thinsp;=\u0026thinsp;0.042, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.001) and idea implementation (β=-0.151, SE\u0026thinsp;=\u0026thinsp;0.043, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.001). Figure\u0026nbsp;\u003cspan refid=\"Fig3\" class=\"InternalRef\"\u003e3\u003c/span\u003e shows the structural model outcomes of the mediation effect after controlling for the influence of the demographic variables. The relationship between workplace telepressure and cognitive failure is positive and significant (β\u0026thinsp;=\u0026thinsp;0.232, SE\u0026thinsp;=\u0026thinsp;0.044, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.001), supporting H1. Additionally, cognitive failure negatively affects innovative idea generation (β=-0.487, SE\u0026thinsp;=\u0026thinsp;0.030, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.001) and implementation (β=-0.340, SE\u0026thinsp;=\u0026thinsp;0.036, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.001). Thus, H2a and H2b are supported. The direct relationship between workplace telepressure and innovative idea generation/implementation became insignificant after including cognitive failure, suggesting that cognitive failure mediates the effects of workplace telepressure on innovative idea generation and implementation.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003cp\u003eInsert Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e\u003cul\u003e\u003cli\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/li\u003e\u003c/ul\u003e\u003c/p\u003e\u003cp\u003eInsert Fig.\u0026nbsp;\u003cspan refid=\"Fig3\" class=\"InternalRef\"\u003e3\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003cp\u003eMoreover, we tested the existence of mediation effects using the bootstrapping method. The bootstrap results in Table\u0026nbsp;\u003cspan refid=\"Tab6\" class=\"InternalRef\"\u003e6\u003c/span\u003e indicate that the indirect effect in \u0026ldquo;WT -\u0026gt;CF -\u0026gt;IIG\u0026rdquo; is -0.113 (bias-corrected 95% CI=-0.154\u0026ndash;-0.071, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.001), and the indirect effect in \u0026ldquo;WT -\u0026gt;CF-\u0026gt;III\u0026rdquo; is -0.079 (bias-corrected 95% CI=-0.116\u0026ndash;-0.050, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.001), thus supporting H4a and H4b.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab6\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 6\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eThe indirect effect of hypothesized paths (\u003cem\u003eN\u003c/em\u003e\u0026thinsp;=\u0026thinsp;499)\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"7\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003ePaths\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003eEstimate\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003eStandard\u003c/p\u003e\u003cp\u003eerror\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003eT\u003c/p\u003e\u003cp\u003evalue\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\u003cp\u003evalue\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e\u003cp\u003eBootstrap 5000 times bias-corrected intervals\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003e95%Lower\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c7\"\u003e\u003cp\u003e95%Upper\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(1).WT -\u0026gt;CF -\u0026gt;IIG\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e-0.113\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.023\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e5.171\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.000\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e-0.154\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-0.071\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(2).WT -\u0026gt;CF-\u0026gt;III\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e-0.079\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.018\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e4.507\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.000\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e-0.116\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e-0.050\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e(1)-(2)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e-0.034\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.010\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e-3.327\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.000\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e\u0026mdash;\u0026mdash;\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e\u0026mdash;\u0026mdash;\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003ctfoot\u003e\u003ctr\u003e\u003ctd colspan=\"7\"\u003eNote(s): WT, workplace telepressure; CF, cognitive failure; IIG, innovative idea generation; III, innovative idea implementation.\u003c/td\u003e\u003c/tr\u003e\u003c/tfoot\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eFurthermore, for the mediation model, this study compares the indirect effects between \u0026ldquo;WT -\u0026gt;CF -\u0026gt;IIG\u0026rdquo; and \u0026ldquo;WT -\u0026gt;CF-\u0026gt;III\u0026rdquo;. Table\u0026nbsp;\u003cspan refid=\"Tab6\" class=\"InternalRef\"\u003e6\u003c/span\u003e shows that the negative indirect effect of \u0026ldquo;WT -\u0026gt;CF -\u0026gt;IIG\u0026rdquo; is significantly higher than that of \u0026ldquo;WT -\u0026gt;CF-\u0026gt;III\u0026rdquo;(the indirect effect difference=-0.034, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.001), indicates that R\u0026amp;D employee with workplace telepressure is more likely to reduce innovative idea generation by decreasing their cognitive failure, supporting H5.\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003cp\u003eInsert Table\u0026nbsp;\u003cspan refid=\"Tab6\" class=\"InternalRef\"\u003e6\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec20\" class=\"Section3\"\u003e\u003ch2\u003e4.2.2 Moderated mediation effect\u003c/h2\u003e\u003cp\u003eFollowing Hair et al. (\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2017\u003c/span\u003e), the orthogonalization approach was used to examine the moderating effects of perceived coworker support. The interaction terms were standardized. Figure\u0026nbsp;\u003cspan refid=\"Fig4\" class=\"InternalRef\"\u003e4\u003c/span\u003e shows that the coefficient of the interaction term between perceived coworker support and workplace telepressure on cognitive failure is significant (β=-0.074, SE\u0026thinsp;=\u0026thinsp;0.031, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.05) when controlling for the influence of demographic variables. Hence, H6 is supported. Additionally, a simple slope analysis was performed to illustrate the effect of workplace telepressure on cognitive failure, depending on high/low perceived coworker support (Fig.\u0026nbsp;\u003cspan refid=\"Fig5\" class=\"InternalRef\"\u003e5\u003c/span\u003e). The relationship between workplace telepressure and cognitive failure is weaker with high perceived coworker support, implying that perceived coworker support weakens the influence of workplace telepressure on cognitive failure.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003cp\u003eInsert Fig.\u0026nbsp;\u003cspan refid=\"Fig4\" class=\"InternalRef\"\u003e4\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e\u003cul\u003e\u003cli\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/li\u003e\u003c/ul\u003e\u003c/p\u003e\u003cp\u003eInsert Fig.\u0026nbsp;\u003cspan refid=\"Fig5\" class=\"InternalRef\"\u003e5\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003cp\u003eThis study examined the moderated mediation effect by using the index developed by Hayes (\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). To test the significance of the index, bootstrapping of 5000 samples was used to generate a bootstrap confidence interval. Table\u0026nbsp;\u003cspan refid=\"Tab7\" class=\"InternalRef\"\u003e7\u003c/span\u003e shows that the value of the index for the indirect effect of \u0026ldquo;WT-\u0026gt;CF-\u0026gt;IIG\u0026rdquo; is significant (β\u0026thinsp;=\u0026thinsp;0.072, SE\u0026thinsp;=\u0026thinsp;0.035, bias-corrected 95%CI\u0026thinsp;=\u0026thinsp;0.005\u0026ndash;0.144, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.05), supporting H7a. The value of the index for the indirect effect of \u0026ldquo;WT-\u0026gt;CF\u0026thinsp;\u0026gt;\u0026thinsp;III\u0026rdquo; is significant (β\u0026thinsp;=\u0026thinsp;0.051, SE\u0026thinsp;=\u0026thinsp;0.025, bias-corrected 95%CI\u0026thinsp;=\u0026thinsp;0.004\u0026ndash;0.101, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.05), supporting H7b.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab7\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 7\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eModerated mediation test (\u003cem\u003eN\u003c/em\u003e\u0026thinsp;=\u0026thinsp;499)\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"5\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eIndirect effect\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIndex for moderated mediation of PCS\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003e95%Lower\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003e95%Upper\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eWT-\u0026gt;CF\u0026thinsp;\u0026gt;\u0026thinsp;IIG\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.072(SE\u0026thinsp;=\u0026thinsp;0.035)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.005\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.144\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.032\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eWT-\u0026gt;CF\u0026thinsp;\u0026gt;\u0026thinsp;III\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.051(SE\u0026thinsp;=\u0026thinsp;0.025)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.004\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.101\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.031\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eModerator: PCS\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIndirect effect\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e95%Lower\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e95%Upper\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e+\u0026thinsp;1SD\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWT-\u0026gt;CF\u0026thinsp;\u0026gt;\u0026thinsp;IIG = (-0.051) (SE\u0026thinsp;=\u0026thinsp;0.029)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e-0.108\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.006\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.081\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e-1SD\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWT-\u0026gt;CF\u0026thinsp;\u0026gt;\u0026thinsp;IIG = (-0.124) (SE\u0026thinsp;=\u0026thinsp;0.024)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e-0.172\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e-0.078\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.001\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e+\u0026thinsp;1SD\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWT-\u0026gt;CF\u0026thinsp;\u0026gt;\u0026thinsp;III = (-0.036) (SE\u0026thinsp;=\u0026thinsp;0.021)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e-0.082\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.003\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.077\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e-1SD\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWT-\u0026gt;CF\u0026thinsp;\u0026gt;\u0026thinsp;III = (-0.086) (SE\u0026thinsp;=\u0026thinsp;0.018)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e-0.125\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e-0.054\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.001\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003ctfoot\u003e\u003ctr\u003e\u003ctd colspan=\"5\"\u003eNote(s): WT, workplace telepressure; CF, cognitive failure; IIG, innovative idea generation; III, innovative idea implementation; PCS, perceived coworker support. SE\u0026thinsp;=\u0026thinsp;standard error; SD\u0026thinsp;=\u0026thinsp;standard deviation.\u003c/td\u003e\u003c/tr\u003e\u003c/tfoot\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eWe further analyzed the conditional indirect effects of high and low perceived coworker support. Table\u0026nbsp;\u003cspan refid=\"Tab7\" class=\"InternalRef\"\u003e7\u003c/span\u003e shows that when perceived coworker support is low (-1SD), workplace telepressure significantly reduces innovative idea generation through cognitive failure (β=-0.124, SE\u0026thinsp;=\u0026thinsp;0.024, bias-corrected 95%CI=-0.172\u0026ndash;-0.078, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.05). When perceived coworker support is high (+\u0026thinsp;1SD), the indirect effect of workplace telepressure on innovative idea generation through cognitive failure is not statistically significant (β=-0.051, SE\u0026thinsp;=\u0026thinsp;0.029, bias-corrected 95%CI=-0.108\u0026ndash;0.006, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026gt;\u0026thinsp;0.05). Likewise, when perceived coworker support is low (-1SD), workplace telepressure significantly reduces innovative idea implementation through cognitive failure (β=-0.086, SE\u0026thinsp;=\u0026thinsp;0.018, bias-corrected 95%CI=-0.125\u0026ndash;-0.054, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;0.05), indicating that perceived coworker support can weaken the negative mediating effect of workplace telepressure on innovative idea generation/implementation through cognitive failure.\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003cp\u003eInsert Table\u0026nbsp;\u003cspan refid=\"Tab7\" class=\"InternalRef\"\u003e7\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/div\u003e\u003c/div\u003e\u003cdiv id=\"Sec21\" class=\"Section2\"\u003e\u003ch2\u003e4.3 Artificial neural network analysis\u003c/h2\u003e\u003cp\u003eTo further validate the robustness of the PLS-SEM results and uncover more complex nonlinear relationships among variables, this study incorporates ANN analysis as a supplementary method. While traditional PLS-SEM primarily identifies linear associations and assumes compensatory effects among variables, the mechanism through which workplace telepressure influences innovative idea generation and implementation via cognitive failure may be inherently nonlinear and non-compensatory. Thus, integrating PLS-SEM with ANN provides a more comprehensive understanding of the relative importance of each predictor in the proposed model.\u003c/p\u003e\u003cp\u003eA Multilayer Perceptron (MLP) was used as the ANN model, with sigmoid activation functions and a feed-forward back-propagation (FFBP) learning algorithm (Leong et al. \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). To minimize potential overfitting, a tenfold cross-validation approach was employed. The dataset was split into training and testing sets at a 9:1 ratio. Model performance was evaluated using the Root Mean Squared Error (RMSE). As shown in Table\u0026nbsp;\u003cspan refid=\"Tab8\" class=\"InternalRef\"\u003e8\u003c/span\u003e, for the dependent variable innovative idea generation, the average RMSE across the tenfold cross-validation was 0.138 (training set) and 0.137 (testing set), while for innovative idea implementation, the average RMSE was 0.145 (training set) and 0.139 (testing set). These relatively low RMSE values indicate good predictive accuracy of the ANN models.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab8\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 8\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eRoot Mean Squared Error (RMSE)\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"13\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c10\" colnum=\"10\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c11\" colnum=\"11\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c12\" colnum=\"12\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c13\" colnum=\"13\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colspan=\"6\" nameend=\"c6\" namest=\"c1\"\u003e\u003cp\u003eOutput: IIG\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colspan=\"6\" nameend=\"c12\" namest=\"c7\"\u003e\u003cp\u003eOutput: III\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c13\"\u003e\u0026nbsp;\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colspan=\"3\" nameend=\"c3\" namest=\"c1\"\u003e\u003cp\u003eTraining\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"3\" nameend=\"c6\" namest=\"c4\"\u003e\u003cp\u003eTesting\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"3\" nameend=\"c9\" namest=\"c7\"\u003e\u003cp\u003eTraining\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colspan=\"3\" nameend=\"c12\" namest=\"c10\"\u003e\u003cp\u003eTesting\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eN\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSSE\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eRMSE\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eN\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eSSE\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eRMSE\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003eN\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003eSSE\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003eRMSE\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003eN\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c11\"\u003e\u003cp\u003eSSE\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c12\"\u003e\u003cp\u003eRMSE\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u003cp\u003eTotal samples\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e445\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e8.289\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.136\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e54\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e1.228\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.151\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e451\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e9.432\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.145\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e48\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c11\"\u003e\u003cp\u003e0.779\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c12\"\u003e\u003cp\u003e0.127\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u003cp\u003e499\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e447\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e8.589\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.139\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e52\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.883\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.130\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e440\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e8.872\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.142\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e59\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c11\"\u003e\u003cp\u003e1.608\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c12\"\u003e\u003cp\u003e0.165\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u003cp\u003e499\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e444\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e8.684\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.140\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e55\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e1.018\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.136\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e447\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e9.469\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.146\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e52\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c11\"\u003e\u003cp\u003e0.658\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c12\"\u003e\u003cp\u003e0.112\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u003cp\u003e499\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e437\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e8.486\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.139\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e62\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e1.097\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.133\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e441\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e9.077\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.143\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e58\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c11\"\u003e\u003cp\u003e1.087\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c12\"\u003e\u003cp\u003e0.137\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u003cp\u003e499\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e443\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e8.143\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.136\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e56\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e1.158\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.144\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e457\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e9.436\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.144\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e42\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c11\"\u003e\u003cp\u003e0.824\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c12\"\u003e\u003cp\u003e0.140\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u003cp\u003e499\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e450\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e8.643\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.139\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e49\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.701\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.120\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e450\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e9.232\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.143\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e49\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c11\"\u003e\u003cp\u003e1.234\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c12\"\u003e\u003cp\u003e0.159\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u003cp\u003e499\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e445\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e8.493\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.138\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e54\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.810\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.122\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e441\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e9.500\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.147\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e58\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c11\"\u003e\u003cp\u003e0.809\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c12\"\u003e\u003cp\u003e0.118\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u003cp\u003e499\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e451\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e8.965\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.141\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e48\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.829\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.131\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e455\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e9.809\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.147\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e44\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c11\"\u003e\u003cp\u003e0.875\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c12\"\u003e\u003cp\u003e0.141\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u003cp\u003e499\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e441\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e7.909\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.134\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e58\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e1.423\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.157\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e440\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e8.946\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.143\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e59\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c11\"\u003e\u003cp\u003e1.238\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c12\"\u003e\u003cp\u003e0.145\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u003cp\u003e499\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e447\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e8.241\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.136\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e52\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e1.160\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.149\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e447\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e9.831\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.148\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u003cp\u003e52\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c11\"\u003e\u003cp\u003e1.035\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c12\"\u003e\u003cp\u003e0.141\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u003cp\u003e499\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eMean\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e8.444\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.138\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e1.031\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.137\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e9.360\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.145\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c11\"\u003e\u003cp\u003e1.015\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c12\"\u003e\u003cp\u003e0.139\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSD\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.305\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.002\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.224\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.012\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u003cp\u003e0.329\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c9\"\u003e\u003cp\u003e0.002\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c11\"\u003e\u003cp\u003e0.286\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c12\"\u003e\u003cp\u003e0.016\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c13\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e Further, sensitivity analysis was conducted to evaluate the relative importance of input variables in predicting innovative idea generation and innovative idea implementation. As presented in Table\u0026nbsp;\u003cspan refid=\"Tab9\" class=\"InternalRef\"\u003e9\u003c/span\u003e, cognitive failure demonstrated the highest predictive contribution for both outcome variables, whereas workplace telepressure exhibited the lowest contribution. This result further supports the critical mediating role of cognitive failure and suggests that the direct effect of workplace telepressure on innovative behaviors is limited.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab9\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 9\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eSensitivity analysis.\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"7\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/th\u003e\u003cth align=\"left\" colspan=\"3\" nameend=\"c4\" namest=\"c2\"\u003e\u003cp\u003eOutput: IIG\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colspan=\"3\" nameend=\"c7\" namest=\"c5\"\u003e\u003cp\u003eOutput: III\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eNN\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWT\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eCF\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePCS\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eWT\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eCF\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003ePCS\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e1st\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.033\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.719\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.247\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.097\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.623\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.280\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e2nd\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.034\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.800\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.166\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.116\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.629\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.255\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e3rd\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.052\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.733\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.214\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.098\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.703\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.199\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e4th\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.014\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.818\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.168\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.018\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.747\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.235\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e5th\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.069\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.721\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.211\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.133\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.585\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.282\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e6th\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.045\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.719\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.236\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.146\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.519\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.335\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e7th\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.048\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.731\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.221\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.084\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.586\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.349\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e8th\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.029\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.649\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.322\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.037\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.768\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.195\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e9th\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.072\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.695\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.233\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.089\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.727\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.184\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e10th\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.005\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.744\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.251\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.115\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.395\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.489\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eMI\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e0.040\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.733\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0.227\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e0.093\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e0.628\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e0.280\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eNI\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e5%\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e100%\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e31%\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e15%\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003e100%\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u003cp\u003e45%\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003ctfoot\u003e\u003ctr\u003e\u003ctd colspan=\"7\"\u003eAbbreviations: MI, mean importance; NN, neural network; NI, normalized importance.\u003c/td\u003e\u003c/tr\u003e\u003c/tfoot\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003cp\u003eInsert Table\u0026nbsp;\u003cspan refid=\"Tab8\" class=\"InternalRef\"\u003e8\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e\u003cul\u003e\u003cli\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/li\u003e\u003c/ul\u003e\u003c/p\u003e\u003cp\u003eInsert Table\u0026nbsp;\u003cspan refid=\"Tab9\" class=\"InternalRef\"\u003e9\u003c/span\u003e about here.\u003c/p\u003e\u003cp\u003e-------------------------\u003c/p\u003e\u003c/div\u003e"},{"header":"5. DISCUSSION AND CONCLUSION","content":"\u003cdiv id=\"Sec23\" class=\"Section2\"\u003e\u003ch2\u003e5.1 Discussion and theoretical contributions\u003c/h2\u003e\u003cp\u003eFirst, we extend the JD-R model by introducing workplace telepressure as a novel perspective that hinders R\u0026amp;D employees\u0026rsquo; innovative behavior. Most existing literature on workplace telepressure has focused on its negative implications for occupational health and well-being (Barber et al. \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Grawitch et al. \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2017\u003c/span\u003e; Kao et al. \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Santuzzi \u0026amp; Barber \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). This study shifts the lens toward innovative behavior, theorizing that telepressure\u0026mdash;while not a traditional workload\u0026mdash;constitutes a response to digital job demand and undermines employees\u0026rsquo; cognitive availability for creative tasks. While recent work by Aman-Ullah et al. (\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2025\u003c/span\u003e) has started to bridge this gap, their study was conducted among university faculty, where the innovation context and digital demands differ substantially from high-stakes corporate R\u0026amp;D environments. Our study shifts the analytical lens toward R\u0026amp;D professionals, for whom innovative performance is both core and cognitively intensive. By demonstrating that anxious responsiveness to ICT interrupts deep-focus work essential for both idea generation and implementation, our study broadens the conceptual scope of telepressure and situates it firmly within the innovative behavior literature. This not only responds to recent calls to explore the \u0026ldquo;dark side\u0026rdquo; of digital technologies (Lanzolla et al. \u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e2020\u003c/span\u003e), but also adds to the evolving understanding of how technology-induced pressures shape employee behavior in R\u0026amp;D employees.\u003c/p\u003e\u003cp\u003eSecond, we specify cognitive failure\u0026mdash;a disruption in attention, memory, and decision-making\u0026mdash;as the key internal resource mechanism through which telepressure exerts its negative influence. Drawing on PET (Eysenck \u0026amp; Calvo \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e1992\u003c/span\u003e), our results show that telepressure does not directly reduce innovative behavior; instead, it compromises cognitive functioning, especially in the early stages of idea generation. This insight addresses a major gap in the literature by clarifying the proximal pathway between responding to ICT-driven demands and employee performance. Moreover, our analysis highlights that innovative idea generation is more vulnerable to cognitive failure than implementation, suggesting that creativity, rather than execution, is the first casualty in cognitively overloaded environments. Thus, this study responds to the call for a better understanding of the implications of cognitive failures on employees\u0026rsquo; behaviors at work (Wallace \u0026amp; Chen \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2005\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eThird, drawing on the buffering hypothesis of the JD-R model, we identify perceived coworker support (PCS) as a critical job resource that mitigates the negative impact of workplace telepressure on cognitive failure, and in turn, on innovative idea generation and implementation. This finding deepens our understanding of how motivational resources can buffer the cognitive costs imposed by responding to ICT-driven job demands. The moderation analysis provides a more nuanced view of how the indirect pathway from telepressure to diminished innovative behavior\u0026mdash;via cognitive failure\u0026mdash;is conditioned by the social context of the workplace (Barber \u0026amp; Santuzzi \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Grawitch et al. \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2017\u003c/span\u003e; Santuzzi \u0026amp; Barber \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). More broadly, highlighting the moderating role of coworker support extends existing research, which has primarily focused on its direct effects on innovative behavior (Lee \u0026amp; Choi \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e2003\u003c/span\u003e; Zhou \u0026amp; George \u003cspan citationid=\"CR77\" class=\"CitationRef\"\u003e2001\u003c/span\u003e), by demonstrating its capacity to serve as a protective mechanism in high-pressure digital work environments.\u003c/p\u003e\u003cp\u003eFinally, our use of ANN analysis offers complementary insights. The results reveal that cognitive failure is the most influential predictor of innovative behavior, more so than telepressure itself. The reason cognitive failure holds the strongest predictive power may lie in its proximal and direct interference with the cognitive processes essential for innovative behavior. When employees experience cognitive failure, such as lapses in attention, memory, or decision-making, their capacity to generate and implement novel ideas is immediately compromised. In contrast, workplace telepressure exerts a more distal and indirect influence\u0026mdash;its effect on innovative behavior operates primarily through the disruption of cognitive function, which weakens its predictive strength when considered alongside cognitive failure in the ANN model. This finding highlights the importance of targeting cognitive well-being as a strategic focal point for fostering innovative behavior in high-pressure digital work environments. The integration of SEM and ANN methods not only confirms the robustness of our theoretical model but also adds predictive depth to our findings.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec24\" class=\"Section2\"\u003e\u003ch2\u003e5.2 Practical implications\u003c/h2\u003e\u003cp\u003eOur findings offer important practical implications for R\u0026amp;D employees and managers.\u003c/p\u003e\u003cp\u003eEmployees should develop self-regulatory strategies to manage workplace telepressure, such as setting fixed times during the day to check and respond to ICT messages. This approach helps protect blocks of uninterrupted time for deep cognitive work and innovation. More critically, the finding that telepressure impairs innovative behavior via cognitive failure suggests that working longer or harder in response to ICT demands is counterproductive. Instead, R\u0026amp;D employees should focus on cultivating psychological detachment\u0026mdash;the ability to mentally disengage from work outside of working hours (Etzion et al. \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e1998\u003c/span\u003e). This involves deliberately avoiding work-related ICT use during off-hours (Sonnentag \u0026amp; Fritz \u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e2007\u003c/span\u003e), which enables full recovery (Sonnentag \u0026amp; Bayer \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e2005\u003c/span\u003e) and ultimately supports sustained attention, idea generation, and implementation (Wendsche \u0026amp; Lohmann-Haislah \u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e2017\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eFor R\u0026amp;D managers, it is essential to prevent workplace telepressure from becoming entrenched in organizational culture. Employees\u0026rsquo; compulsion to respond often stems from perceived expectations, which are largely shaped by managerial signals and norms (Barber et al. \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Barber \u0026amp; Santuzzi \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; N\u0026ouml;hammer \u0026amp; Stichlberger \u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). To counter this, managers should clearly communicate that immediate responses are not required and that ICT tools are intended for asynchronous communication. A practical tactic is to promote message phrasing such as \u0026ldquo;please do not respond ASAP\u0026rdquo;, and instead encourage alternatives like \u0026ldquo;please respond by [date/time]\u0026rdquo;. This reduces anxiety for both senders and receivers and reinforces healthy boundaries. Additionally, managers should model detachment by refraining from sending or replying to ICT messages outside work hours, and foster social interaction through regular face-to-face engagement among employees. These efforts can strengthen coworker relationships and create a supportive environment conducive to innovation.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec25\" class=\"Section2\"\u003e\u003ch2\u003e5.3 Limitations and future research\u003c/h2\u003e\u003cp\u003eFirst, one important reason employees feel the urge to respond to ICT messages is to make a good impression and maintain a good relationship with others in their workplace (Bani-Melhem et al. \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Barber \u0026amp; Santuzzi \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Past research shows that individuals from collectivistic nations have a stronger desire to maintain a good image among colleagues; such a cultural aspect, known as social face, is particularly valued in countries such as China (Wong et al. \u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e2007\u003c/span\u003e). Hence, our sample from China may be biased in favor of the strong effect of workplace telepressure on employee behavior. Future research that replicates our study using data from individualistic nations will add value to this area of research. Second, cognitive failures can be influenced by many organizational variables (Wallace \u0026amp; Chen \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2005\u003c/span\u003e); coworker support is just one of them. Additionally, workplace telepressure occurs when employees feel an urge to reply to ICT messages from coworkers or supervisors (Barber \u0026amp; Santuzzi \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Future research can examine the role of leaders\u0026rsquo; support as another possible boundary condition for the relationships between workplace telepressure, cognitive failure, and employees\u0026rsquo; innovative behavior. Insights into the role of leaders\u0026rsquo; support will advance this research.\u003c/p\u003e\u003c/div\u003e"},{"header":"6. CONCLUSIONS","content":"\u003cp\u003eBy synthesizing the JD-R model and PET, this study examined the indirect effects of workplace telepressure on employees\u0026rsquo; innovative behavior. Our results revealed an indirect pathway whereby workplace telepressure influences innovative idea generation and implementation via the mediation of cognitive failure; the strength of this indirect effect is conditional on employees\u0026rsquo; perceived coworker support. These insights lead to a clear and actionable message\u0026mdash;\u0026ldquo;Please Do Not Respond ASAP\u0026rdquo;\u0026mdash;a mindful delay in digital responsiveness may be essential for preserving cognitive resources and fostering sustainable innovation.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eEthical Approval\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThis study was approved by the Ethics Review Board of Guangzhou Institute of Digital Innovation, which is based at South China University of Technology, Guangzhou, China. Given that this study was conducted in the context following the outbreak of the COVID-19 pandemic, the approval was granted in August 2020. This study involved a non-interventional social science survey that did not include any medical procedures, collection of biological samples, or personally identifiable sensitive information. Therefore, ethical approval was not required according to Article 32 of the Measures for the Ethical Review of Life Science and Medical Research Involving Humans (China, 2023), which allows exemption for research that does not involve human biological samples, medical interventions, or identifiable personal information. The study follows the guidelines established by the Declaration of Helsinki (2023) and adheres to ethical standards for protecting human participants’ rights, including privacy, confidentiality, informed consent, dignity, and the right to withdraw from participation at any time without consequence. The research materials and procedures were reviewed and approved by the Director of Guangzhou Institute of Digital Innovation, ensuring compliance with these ethical standards.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eRegulation citation: Measures for the Ethical Review of Life Science and Medical Research Involving Humans (2023), Article 32. Published by: National Health Commission of the People’s Republic of China. URL:\u0026nbsp;\u003c/p\u003e\n\u003cp\u003ehttps://www.gov.cn/zhengce/zhengceku/2023-02/28/content_5743658.htm\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eInformed Consent\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eInformed consent was obtained electronically via an online questionnaire platform during both stages of data collection. Prior to accessing the main part of the survey, all participants were shown an introductory page that clearly described the academic and voluntary nature of the study, the purpose of the survey, the procedures involved, and assurances regarding anonymity and confidentiality. Participants were explicitly informed of their right to refuse participation or withdraw at any time without any negative consequences.\u003c/p\u003e\n\u003cp\u003eTo proceed, respondents were required to confirm their consent by checking an “I consent to participate” box. Only those who agreed were allowed to continue with the survey. This consent procedure was implemented for both rounds of data collection, with the support of a professional research firm that ensured data protection and compliance with informed consent protocols.\u003c/p\u003e\n\u003cul\u003e\n \u003cli\u003eConsent for the first-stage survey was obtained between August 31 and September 10, 2020.\u003c/li\u003e\n \u003cli\u003eConsent for the second-stage survey was obtained between October 15 and October 25, 2020.\u003c/li\u003e\n \u003cli\u003eInformed consent was obtained independently at each stage, prior to collecting any responses.\u003c/li\u003e\n\u003c/ul\u003e\n\u003cp\u003eAll participants were adult R\u0026amp;D employees from manufacturing firms located in South China. No vulnerable populations (e.g., minors or individuals with impaired decision-making capacity) were involved in the study.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n \u003cli\u003eAfsar B, Badir YF, Saeed BB (2014) Transformational leadership and innovative work behavior. Ind Manag Data Syst 114(8): 1270-1300.\u003c/li\u003e\n \u003cli\u003eAltmann EM, Trafton JG, Hambrick DZ (2014) Momentary interruptions can derail the train of thought. J Exp Psychol Gen 143(1): 215-226.\u003c/li\u003e\n \u003cli\u003eAman-Ullah A, Aziz A, Ariza-Montes A, Han H (2025) Workplace tele pressure and innovative work performance. A moderation mediation study through work-family conflicts and job burnout. Eur J Innov Manag 28(3): 1164-1180.\u003c/li\u003e\n \u003cli\u003eBaer M (2012) Putting creativity to work: The implementation of creative ideas in organizations. 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Acad Manag J 44(4): 682-696.\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"workplace telepressure, innovative idea generation/implementation, cognitive failure, perceived coworker support, job demands-resources model, processing efficiency theory","lastPublishedDoi":"10.21203/rs.3.rs-6983834/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-6983834/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThis study investigates how workplace telepressure\u0026mdash;the urge and preoccupation to respond quickly to work-related messages via ICT\u0026mdash;affects R\u0026amp;D employees\u0026rsquo; innovative behavior. While telepressure is widely recognized as a response to job demand under the Job Demands\u0026ndash;Resources (JD-R) model, prior research often leaves vague what kind of internal resources it consumes. This study addresses that gap by integrating Processing Efficiency Theory (PET) to specify cognitive failure as the key mediating mechanism. We propose that telepressure undermines innovative behavior not through direct suppression, but by increasing employees\u0026rsquo; cognitive failure, thereby impairing both idea generation and implementation.\u003c/p\u003e\u003cp\u003eSurvey data collected from Chinese R\u0026amp;D professionals were analyzed using Partial Least Squares- Structural Equation Modeling (PLS-SEM). Results show that workplace telepressure does not exert a significant direct effect on innovative behavior but has a pronounced indirect effect through cognitive failure. Moreover, this negative pathway is significantly stronger for innovative idea generation than for implementation, indicating greater vulnerability of early-stage innovation to cognitive disruption. Perceived coworker support emerged as a valuable job resource, attenuating the impact of telepressure on cognitive failure and thereby weakening its downstream negative impact on both innovative idea generation and implementation. To enrich the analysis, Artificial Neural Network (ANN) modeling was employed to capture potential nonlinearities and assess predictor importance. Sensitivity analysis confirmed that cognitive failure was the most influential predictor of both innovative behavior outcomes.\u003c/p\u003e\u003cp\u003eThese findings deepen our theoretical understanding of how responding to job demands in the digital era erodes innovative behavior by targeting specific cognitive resources, and demonstrate the methodological value of combining SEM and ANN in organizational behavior research.\u003c/p\u003e","manuscriptTitle":"Please Do Not Respond Asap: Impact of Workplace Telepressure on Employees’ Innovative Behavior in the Digital Era","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-09-08 08:45:59","doi":"10.21203/rs.3.rs-6983834/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"178e1c15-950b-492e-916b-fedccb0e579d","owner":[],"postedDate":"September 8th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[{"id":54174799,"name":"Physical sciences/Mathematics and computing"},{"id":54174800,"name":"Biological sciences/Psychology"},{"id":54174801,"name":"Social science/Psychology"}],"tags":[],"updatedAt":"2026-03-11T15:26:24+00:00","versionOfRecord":[],"versionCreatedAt":"2025-09-08 08:45:59","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-6983834","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-6983834","identity":"rs-6983834","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}