1.3 Problem Statement

According to Rnningstad (2018), innovation behavior can be defined as an adoption of any new concept, process, or product or a change to existing products and processes that adds value to the existing product or service. Innovation implementation has been difficult for many businesses, particularly in the UAE, where 65 percent of studied businesses said they could generate innovation but failed to execute it (Abuhejleh et al., 2016). While businesses are aware of and capable of innovating, sustaining them over the long term and ensuring that they are effective in attaining the intended goal has proven difficult. According to Rnningstad (2018), one of the primary responsibilities of first-line managers is to convey innovative employee suggestions to upper management in order to influence decision-making. In this regard, first-line managers must be receptive to new ideas and communicate openly with employees in order to comprehend employees’ viewpoints on enhancing operations (Rnningstad, 2018).

However, research such as Alhadhrami (2013) demonstrates that in the United Arab Emirates, the Arabic culture encourages managers to reject direct and open communication from their subordinates, making it challenging for managers to comprehend new ideas from employees. As a result, there is a gap in the research that this study will attempt to fill, as it is acknowledged that open communication is a critical role of first-line managers in fostering innovative employee behavior, but it is ignored in the organizational context of the UAE. Similarly, Hasnat and Philbin (2021) demonstrated that employees’ attitudes influence their innovative behavior. Individuals with good attitudes are more likely to provide proposals to improve the organization’s operations and boost its profitability.

Al-Ali (2018) found that UAE employees had unfavorable views toward their occupations because they do not view their jobs as a source of happiness, resulting in high absenteeism and turnover rates. In this regard, this study addresses how employee attitudes in the UAE might be improved to support innovative behavior. First-line managers play a crucial role in stimulating and implementing innovation through open communication, participatory decision-making, and goal-setting (Kozio-Nadolna, 2020). One way organizations can mitigate innovation challenges is by involving first-line managers, who play a crucial role in stimulating and implementing innovation through open communication, participatory decision-making, and goal-setting. Therefore, this research study aims to provide businesses with insights regarding the crucial role that first-line managers play in the successful, effective, and sustainable adoption of innovation.

1.4 Purpose of the Study

To examine the impact of first-line managers’ roles on innovative employee behavior in oil and gas organizations in the UAE.

1.5 Research Objectives

To determine first-line managers’ roles in oil and gas organizations in the UAE.
To determine innovative employee behavior in oil and gas organizations in the UAE.
To establish the relationship between the roles of first-line managers and employee innovation in UAE oil and gas enterprises.

1.6 Research Questions

What are the roles of first-line managers in employee innovativeness?
What drives employees to innovativeness?