Previous research investigating proactive behaviour at work has generally focused on the ways in which proactive behaviour enables individuals and organizations to be more effective. Although it has been noted that some proactive behaviours may be undesirable or have potentially negative consequences, researchers have not examined the 'dark side' of proactive behaviour in any systematic way. In this conceptual paper, we explore the potentially negative individual and organizational implications of expecting employees to behave proactively. Specifically, at the individual level, we argue that expecting proactive behaviour in organizations may contribute to stress among employees and friction between proactive and less proactive employees. At the organizational level, we suggest that relying on proactive behaviour may cause harm to an organization by undermining its ability to socialize employees and foster its organizational culture, weakening its learning capability, and reducing its ability to develop future leaders. We conclude by discussing additional avenues for studies examining the potential costs of proactive behaviour for both individuals and organizations alike.

Family firms can enjoy substantial longevity. Ironically, however, they are often imperiled by the very process that is essential to this longevity. Using the concept of managerial discretion as a starting point, we use a human agency lens to introduce the construct of successor discretion as a factor that affects the family business succession process. While important in general, successor discretion is positioned as a particularly relevant factor for productively managing organizational renewal in family businesses. This study represents a foundation for future empirical research investigating the role of agency in entrepreneurial action in the family business context, which consequently can contribute to the larger research literature on succession and change.Shirtsleeves to shirtsleeves in three generations. -Fukuyama, 1995

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Sustainability depends on a balanced relationship of the triple bottom linepeople, profit and planet. However, limited research exists on how employees comprise the people component as vital stakeholders. The advancement of sustainability research has been hampered by the lack of a comprehensive measure incorporating three dimensions. Hence, three studies were conducted to develop a measure. In Study 1, qualitative interviews with 16 sustainability executives and a literature review led to development of 41 items. In Study 2, exploratory factor analysis of the measure with 102 working adults confirmed three dimensions and reduced it to 34 items. In Study 3, confirmatory factor analysis of panel data from 119 human resource managers resulted in a fit with three dimensions. SEM analysis indicated an antecedent relationship with innovative culture, learning orientation, and a supportive and collaborative culture. The people dimension is related to organizational identification as an important outcome. Strengths, limitations and directions for future research are discussed.

Researchers in leadership have long recognized the important role of leaders in developing the competencies of followers. More recently, however, scholars have begun to emphasize the pivotal role of followers in the development of leaders. We use constructive developmental theory (e.g., Kegan, 1982;Loevinger & Blasi, 1976) to suggest that both leaders and followers influence the development of the meaning making systems of their counterparts in leader-follower dyads. We argue that a combination of challenge -in the form of delegation, participation, and feedback -and support -in the form of positive leader-follower relationships -works to promote the development of more complex meaning making systems in leaders and followers, thus enriching both individuals in the dyad.