ABSTRACT

This chapter reviews the support for the rejection of seven null hypotheses. It also reviews the use of Kirton Adaption-Innovation (KAI) theory, leader-member exchange theory, leader expectation theory, and organizational climate theory in this research. The chapter includes the problems found in rejection of null hypotheses research with the solutions of supervisor evaluated subordinate innovative behaviour survey. The KAI Inventory was found to be even more informative when the three KAI factors (SO), (E), and (R) were used in place of the total KAI score. The KAI factor rule/group conformity (R) had a significant negative regression coefficient with innovative behaviour for both the Application Engineer and Lab Technician subgroup. An individual with a low KAI (R) score likes to work in an environment with more rules than an individual with a high KAI (R) score. The chapter discusses the limitations of the rejection of null hypotheses research and future directions of this research.