International Business Research; Vol. 9, No. 10; 2016 ISSN 1913-9004 E-ISSN 1913-9012 Published by Canadian Center of Science and Education 186 Innovative Behavior: Relations with Developmental Culture, Psychological Empowerment, Distributive Justice and Organizational Learning Capacity Izlem Gozukara 1 , Osman Yildirim 1 , Burak Yildiz 1 1 Istanbul Arel University, Turkey Correspondence: Izlem Gozukara, Istanbul Arel University, Turkey. E-mail: izlemg@arel.edu.tr Received: August 3, 2016 Accepted: August 17, 2016 Online Published: September 23, 2016 doi:10.5539/ibr.v9n10p186 URL: http://dx.doi.org/10.5539/ibr.v9n10p186 Abstract Competitive advantage has a significant role in organizations’ survival and the key path to achieve that advantage passes through innovation. Organizations need employees who do not just create new ideas but also implement them. These innovative behaviors may provide great contributions to both organizational performance and success. There are certain factors which motivate employees to exhibit such behaviors. Concordantly, the present study aims to discover how innovative behaviors of employees are related with developmental culture and psychological empowerment as well as distributive justice and organizational learning. The study sample included 276 participants from the aviation sector. The study data were collected through the survey method and data analysis was performed via SPPS and AMOS programs. The results showed that developmental culture and psychological empowerment had positive relationships with innovative behavior, whereas distributive justice and organizational learning capacity positively affected developmental culture. Keywords: innovative behavior, developmental culture, psychological empowerment, distributive justice, organizational learning capacity 1. Introduction Innovativeness is highly important for organizations to ensure productivity, efficiency and organizational competition (Osterloh and Frey, 2000). To create better and novel processes for a dynamic and competitive workplace environment, organizations have to benefit from the innovative potential of their employees. Innovative behavior of an employee is defined as deliberatively adopting or applying new ideas about products and processes to the job position, job group or whole organization (West and Farr, 1989). Examples may include behaviors toward discovering new technologies, suggesting novel ways for goal achievement, implementing new working methods, securing resources required to apply new ideas and finding new resources (Yuan and Woodman, 2010). Innovative behavior is discussed in several aspects in relation to the phases of innovation process. According to Scott and Bruce (1994), innovative behavior is a process involving multiple phases. Every stage is associated with different individual behaviors and actions. Innovative behavior is likely to relate with certain variables affecting employee perceptions, attitudes and behaviors such as psychological empowerment and organizational culture. Empowerment, the first variable discussed in the present study, is a psychological process based on the multidimensional conceptualization developed by Spreitzer (1995). It represents a set of employee perceptions resulting in a sense of motivation and capability, mostly based on work conditions (Spreitzer, 1995). Another variable that may affect innovative behaviors is organizational culture. A developmental culture is one of the external-oriented cultures from 4 subdimensions of organizational culture based on the approach of Quinn and Spreitzer (1991). The developmental culture supports flexibility and transformation while focusing especially on the external environment. Such culture emphasizes development, novelty and adjustment to the external environment. A developmental culture may be enhanced by organizational learning capacity and organizational justice. The organizational learning capacity and adaptation ability are believed to increase the organizational lifetime and performance (Dibella et al., 1996; Stata, 1989) and are also associated with innovation (Forrester, 2000; Liao et al., 2008). Employees working in an organization providing such capacity are likely to have greater job satisfaction, which would foster the performance of that organization. Employees are also particularly concerned