Turanlı, MünevverYolsal, Murat2021-02-052021-02-052020https://hdl.handle.net/11467/4647Employees’ innovative work behavior can help firms’ for sustainable development. Human resource (HR) practices are key elements to encourage and lead employees displaying innovative behaviors. On the other side, employees need the salient support of supervisors during the application of HR practices. Using data from 251 employees in six holding companies which are located in Istanbul, we take a causal and holistic framework that examines the direct effect of each practice on employees’ innovative work behavior and the mediating role of perceived supervisor support on the relationship between each HR practice and innovative work behavior. We found that, job autonomy and training & development have significant positive effects on empoyees’ innovative work behaviors. However, contrary to the hypothesis, the analysis did not reveal any relationship between performance appraisal and innovative work behavior. On the other side, perceived supervisor support, has a perfect mediating role on the model. These results reveal that, perception of supervisor support is particularly essential for performance appraisal, compared to job autonomy and training & development.eninfo:eu-repo/semantics/openAccessHR practicesJob autonomyTraining & developmentPerformance appraisalPerceived supervisor supportInnovative work behaviorArticle628295