This paper examines how learning orientation and self-efficacy contributed to explaining innovation behaviors. In order to verify the relationships and mediating effect, data were collected from 368 individuals in employees working in small and medium-sized firms at Gyeongnam region to test theoretical model and its hypotheses. All data collected from the survey were analyzed using with SPSS 18.0. This study reports findings as follows: first, the relationship between the learning orientation and the employee's self-efficacy is positively related. Second, there was also a positive correlation between the employee's self-efficacy and the innovation behaviors. Third, the relationship between the learning orientation and the innovation behaviors is positively related. Finally, the employee's self-efficacy played as a partial mediator on the relationship between learning orientation and innovation behaviors. Based on these findings, the implications and the limitations of the study were presented including some directions for future studies.

The purpose of this study was to investigate how constructs of job embeddedness (fit, links and sacrifice) affected innovation-related behaviors. This study also investigated the relationship between innovation-related behaviors and turnover intention. The samples of this study were employees of Daegu City restaurants who visited the 2010 Daegu Food Tour Expo on October 7-10. A total of 302 questionnaires were analyzed with the statistical methods of factor analysis, reliability test, and covariance structural analysis. There were two findings of the research. First, we found that fits, links, and sacrifice were positively related to innovation-related behaviors. Second, we found that innovation-related behaviors were negatively related to turnover intention. Therefore, restaurant managers in Daegu City should pay attention to providing employee organization that helps them to first in, makes sure that they have lots of links with other employees, and bestows as many wage and fringe benefits as possible. Also, restaurant managers should reward the innovation-related behaviors of employees.

An alternative method for team diversity studies is to examine demographic faultlines. A concept of demographic faultline enables us to better understand team dynamics with multidimensional diversity. This study suggests the demographic faultline as a new situational factorto influence the relationship between leader teamwork behaviors and a climate of support for innovation. When subgroups divided by demographic faultline are homogeneous within them and heterogeneous between them, the homogeneity may increase intimacy in each subgroup while the heterogeneity may increase exclusiveness between those subgroups. We argued that a leader could play an important role to build a cooperative relationship between faultline-based subgroups and highlight positive aspects of developing and maintaining subgroups in organizations. With a sample of 81 teams (558 employees), it was examined how leader teamwork behaviors would affect a team-level climate of support for innovation and how this relationship would be moderated by each team’s demographic faultline (gender, age, and educational specialty). As predicted, it was found that there was a significant positive relationship between each leader’s teamwork behaviors and each team’s climate of support for innovation. In addition, this relationship was stronger for teams with strong faultline than with weak faultline. Our findings and their implications were further discussed.