Cagri Kaderoglu BulutSelin GencturkErhan AydinMurat NazlıSerpil KahramanBulut, C.Aydin, E.Nazli, M.Gencturk, S.Kahraman, S.2025-10-062019208174522081-745210.17512/pjms.2019.19.2.072-s2.0-85069671360https://www.scopus.com/inward/record.uri?eid=2-s2.0-85069671360&doi=10.17512%2Fpjms.2019.19.2.07&partnerID=40&md5=282f05c3ba8ce0d357497137f2d413eahttps://gcris.yasar.edu.tr/handle/123456789/9402https://doi.org/10.17512/pjms.2019.19.2.07This research aims at demonstrating how employee attitudes effect on innovation types that they adopt. Furthermore this study examines the effects of most frequently used and widely accepted twelve constructs on workplace-related employee attitudes on three types of innovation. Results mainly reveal that based on the data gathered as a self-reported survey over a hundred employees from the manufacturing industry in Turkey only half-dozen of the attitudes differently connected with the three types of innovation. Concretely incremental and imitation types of innovation have significant relations with employees’ organizational related attitudes and radical innovation has significant relations both with the job-related and organizational-related employee attitudes. The study sheds a light for innovation researchers and practitioners to make them consider which of the workplace related attitude of employees has a significant connection with which of the innovation type. © 2019 Elsevier B.V. All rights reserved.Englishinfo:eu-repo/semantics/openAccessEmployee Attitudes, Innovation Types, Job Involvement, Job Satisfaction, Organizational CommitmentOrganizational CommitmentJob InvolvementEmployee AttitudesJob SatisfactionInnovation TypesArticle