Why should we strive to let them thrive? Exploring the links between health professionals thriving at work, employee ambidexterity and innovative behavior

Abstract Background: The concept of thriving at work (TAW) has received increased interest within health services research in recent years. TAW embraces employees’ experience of being energized and feeling alive when employed in an organization. However, previous research has been limited mainly to the investigation of factors that promote TAW. Consequently, there is a lack of research linking TAW to potential outcomes. Based on this knowledge gap, the aim of this study was to examine links between TAW and two potential outcomes: employees’ individual innovative behavior (IIB) and employee ambidexterity (EA). Thus, the study contributes to a relatively neglected area within the domain of health services research. Methods: In this cross-sectional study, a total of N = 258 Norwegian health professionals, in nine municipalities, were selected through convenience sampling. Results of the conceptual model was analyzed using partial least-squares structural equation modeling, with SmartPLS 3 software. The study tested both for the direct and the indirect relationships. Indirect relationships were achieved through bootstrap. Results: The main results from the empirical study can be summarized as follows: (i) TAW was found to be positively linked to both EA (b = 0.46) and IIB (b = 0.22); (ii) TAW and EA explained about 30% (R2 = 0.29) the variance in IIB; (iii) The relationship between TAW and IIB was found to be mediated by the EA; (iv) TAW was positively linked to each of the two dimensions that constitute EA. However, when comparing the individual strength of linkages, TAW was found to be most strongly linked to the exploitation dimension of EA (b = 0.50) and less strongly linked to the exploration dimension of EA (b = 0.35). Conclusions: Employees’ level of TAW in health care services is linked to desirable outcomes, in this study represented by EA and IIB. Managers should be aware of the development and changes in the levels of TAW of their individual employees. Consequently, continuously monitoring and cultivating the TAW of individual employees to determine whether they experience a sense of being energized and feeling alive as a member of the organization is an important practical implication. TAW is clearly a key to important outcomes. Managers should therefore strive to let all of their employees thrive.