The intrapreneurial behavior of employees has become of strategic importance for the performance of organizations. However, the literature on intrapreneurship is dispersed and in need of an integrated overview of the characteristics and behaviors of intrapreneurial employees. Based on a systematic literature review, we propose a new definition of intrapreneurship that emphasizes its multilevel nature. Moreover, we propose a comprehensive model of intrapreneurship in which we integrate the new definition, dimensions, and determinants applicable to individual employees. We find that innovativeness, proactiveness, risk-taking, opportunity recognition / exploitation and internal / external networking are important behavioral dimensions of intrapreneurship. A certain skillset, a perception of their own capabilities, personal knowledge, past experience, the relation with the organization, motivation, satisfaction and intention are the determinants of intrapreneurial behavior that we derived from the literature review. Based on our results and an integrated model of intrapreneurship, we suggest a number of future research directions.

The study of negative relationships in teams has primarily focused on the impact of negative relationships on individual team member attitudes and performance in teams. The mechanisms and contingencies that can buffer against the damaging effects of negative relationships on team performance have received limited attention. Building on social interdependence theory and the multilevel model of team motivation, we examine in a sample of 73 work teams the team-level attributes that foster the promotive social interaction that can neutralize the adverse effect of negative relationships on team cohesion and, consequently, on team performance. The results indicate that high levels of team-member exchange as well as high task-interdependence attenuate how team cohesion and team performance suffer from negative relationships. Implications for research and practice are discussed.

This paper examines how family-supportive supervisor behaviours (FSSBs) are associated with employees' in-role job performance and perceived promotability, and how prosocial motivation moderates these associations. We draw on the Work-Home Resources model (W-HR model) to explain the role of family performance as a mediator between FSSBs and employee outcomes. We also propose that prosocial motivation may influence the association between FSSBs and employee outcomes via family performance in such a way that the effect becomes negative for subordinates with high prosocial motivation. Using a dataset of 187 supervisor-subordinate dyads across four organizations located in Chile, Argentina and the Philippines, our findings from multi-level analyses reveal a direct positive association between FSSBs and in-role job performance and perceived promotability. As expected, we find that for subordinates characterized by high prosocial motivation, there is a negative indirect association between FSSBs and in-role job performance and perceived promotability via family performance. Our focus on prosocial motivation also underlines the dark side of showing concern for others.

Research on psychological contracts has made significant contributions to theoretically advancing our understanding of the employee-employer exchange relationship and its implications for organizational practice. However, the predominant emphasis of this empirical research has been on the individual level of analysis and in the process does not give sufficient attention to contextual influences. Teams have become a common feature in organizations today and provide a proximal context through which to understand how teams affect individuals' evaluation of their psychological contract. Based on the macrosociological perspective of social exchange theory as well as theories on the role of social influence in psychological contract evaluations, we examine how shared individual psychological contract fulfilment (PCF) shapes the relationship between individual PCF and outcomes (employee's own contributions and contextual performance) at the individual level as well as the predictors (group POS) and consequences (average employee contributions and average contextual performance) of shared individual PCF at the team level. Our findings from three studies, representing a total sample of 995 employees and 170 teams, provide support for the study hypotheses. This paper contributes to the psychological contract literature by conceptually and empirically addressing the role of team context (shared individual PCF) and its impact on individual-and team-level relationships.

The present study aims to test the impact of a self‐leadership intervention on the work engagement, performance, and health of health care workers. By integrating self‐determination theory and self‐leadership theory, we propose that when employees are trained how they can autonomously influence own cognitions and behaviour, this will impact their work engagement, perceived performance, and general health. To test the hypotheses, a longitudinal field experiment with three measurement waves was conducted (pre‐intervention, immediately after the intervention, and 2 months after the intervention). Health care professionals (n = 195) from five different organizations participated on voluntary basis and were randomly assigned to the intervention or control group. Results show that a self‐leadership training positively impacts work engagement and performance of health care workers. Furthermore, the improved work engagement also mediates the effects of the training on health and performance 2 months later. No direct effect was found on general health. Theoretical and practical implications are discussed. Practitioners points The self‐leadership intervention facilitates healthcare workers to develop self‐determination and autonomous motivation, which will positively impact their work engagement, health, and performance Participation in the self‐leadership intervention needs to be based on volition as this will contribute to the intrinsic motivation for actual self‐leadership development through training.