Moving Kindergartens: Protocol for a 10-week feasibility study.

Against the backdrop of refined medical services and diversified nursing needs, nurses’ innovative behavior has become an important driver for improving nursing quality and patient safety. However, nurses’ participation in innovation remains at a moderate level, with rigid work routines and resource scarcity identified as important barriers []. Compared with many other occupational groups, nurses often work in highly standardized and risk-sensitive clinical environments, which may increase the difficulty of implementing innovative behaviors. Job crafting, defined as employees’ proactive adjustment of work tasks, interpersonal relationships, and cognitive perceptions of work, has attracted increasing attention as a positive work behavior associated with innovation []. Previous studies have shown that job crafting may alleviate nurses’ burnout, enhance work autonomy, and promote innovative activities [–]. Team psychological safety and perceived organizational support have also been linked to job crafting and innovative behavior []. However, existing evidence regarding the mechanisms underlying the association between job crafting and innovative behavior remains insufficient. Existing studies have largely examined isolated psychological or organizational mechanisms underlying innovative behavior, while the potential sequential interplay between interpersonal psychological resources and broader organizational support perceptions remains insufficiently understood, particularly among nurses. Therefore, this study focuses on nurses and constructs a serial mediation model to examine the associations among job crafting, team psychological safety, perceived organizational support, and innovative behavior. To our knowledge, few studies have simultaneously examined the serial associations among these variables among nurses. Theoretically, this study may help clarify how interpersonal psychological resources and organizational support resources are jointly associated with nurses’ innovative behavior. Practically, the findings may provide nursing managers with intervention strategies involving behavioral activation, psychological empowerment, and resource support to promote innovative participation.