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This study examines the extent to which proactive goal generation is a self-regulatory mechanism that explains how individual and contextual factors influence employee innovative work behaviour. Specifically, it is proposed that learning goal orientation (LGO), psychological climate for innovation, and task variety positively and indirectly influence innovative behaviour via proactive goal generation activities, namely envisioning and planning. Additionally, LGO is expected to positively moderate the planning�innovation link. Based on data collected at two points in time on a sample of 107 employees from 12 small Italian enterprises, we found that envisioning and planning mediated the positive impact of LGO, psychological climate for innovation, and task variety on innovative behaviour. Furthermore, the relationship between planning and innovative behaviour was stronger when LGO was higher. Theoretical and managerial implications of these findings are discussed.
