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Abstract

Purpose: This study examines how psychological safety and perceived organizational support influence the economic and operational continuity of culinary SMEs through innovative work behavior.


Research Method: This study employed a quantitative explanatory design. Data were collected from 326 employees of culinary SMEs in major cities across Java and Bali using a structured five-point Likert-scale questionnaire. SEM-PLS was used to assess the measurement model, structural model, and specific indirect effects.


Results and Discussion: Perceived organizational support significantly affected innovative work behavior and sustainable business development, while innovative work behavior significantly affected sustainable business development. Psychological safety did not significantly affect either outcome. Innovative work behavior mediated the effect of perceived organizational support, but not the effect of psychological safety, on sustainable business development.


Implications: Culinary SME owners should combine an open communication climate with tangible support, employee autonomy, work resources, recognition, and opportunities to implement ideas.


Originality: The study identifies a boundary condition of psychological safety in owner-managed culinary SMEs and shows that perceived organizational support is a more actionable organizational resource for converting employee innovation into long-term economic and operational continuity.

Keywords

psychological safety perceived organizational support innovative work behavior sustainable business development culinary SMEs

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This work is licensed under a Creative Commons Attribution 4.0 International License.

How to Cite
Kanto, D. S., Haji, W. H., & Kartika, T. R. (2026). Psychological Safety, Perceived Organizational Support, and Sustainable Business Development through Innovative Work Behavior in Culinary SMEs. Advances in Human Resource Management Research, 4(3), 469–488. https://doi.org/10.60079/ahrmr.v4i3.859
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