Impact of error management culture perception and employee occupational resilience on innovation behavior in Chinese and Thai enterprises: based on the proactive motivation model and regulatory focus theory

Abstract

This study examines the impact of Error Management Culture Perception and Occupational Resilience on innovation behavior in a cross-cultural context between China and Thailand. As globalization advances, effective cross-cultural management in multinational enterprises is crucial. Cultural differences between China and Thailand in values, communication, and management influence error management culture and employees’ psychological states, affecting innovation behavior. This study integrates the Proactive Motivation Model and Regulatory Focus Theory to explore how Error Management Culture Perception and Occupational Resilience impact psychological empowerment, promotion regulatory focus, and proactive innovation motivation, ultimately influencing innovation behavior. Key research questions include: 1) How does Error Management Culture Perception influence psychological empowerment and promotion regulatory focus in a cross-cultural setting? 2) How does Occupational Resilience impact these factors? 3) How do psychological empowerment and promotion regulatory focus drive proactive innovation motivation? 4) Do these variables mediate the relationships between Error Management Culture Perception, Occupational Resilience, and innovation behavior? 5) Does Cultural Distance Perception moderate these relationships?