Are proactive employees more creative? The roles of multisource information exchange and social exchange-based employee-organization relationships

Li, Xi; Zhang, Aishi; Guo, Yuchen

doi:10.1016/j.paid.2020.110484

Cited by 13 publications

(21 citation statements)

References 33 publications

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“…Furthermore, a proactive personality is fully mediation by the meaning of work and work engagement. This finding is different from some previous studies stated that proactive personality significantly affected employee creativity [ 3 , 57 ]. Proactive personality cannot affect employee creativity in news reporters, it can be caused by several factors.…”

Section: Discussioncontrasting

confidence: 99%

Proactive personality and organizational support in television industry: Their roles in creativity

et al. 2023

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Employee creativity is important for TV companies because it can improve organizational performance and increase success and survival based on the ability to create innovations. In response to this, field reporters who work for TV companies also need high creativity in facing the challenges of their work and in creating innovations. This research aims to test the roles of perceived organizational support, proactive personality, the meaning of work, and work engagement in affecting employee creativity. The total numbers of respondents were 119 selected from 14 private television companies in Indonesia. The method in this study is a quantitative approach using the Partial Least Square (PLS) analysis tool with the SmartPls 3.0 application. Most of the hypotheses of this study show significant results. However, there is one finding that a proactive personality is not able to strengthen employee creativity. This indicates that employees’ behavior at work is sometimes different from the personality. This study is the first to look at news reporters’ employee creativity using the suggested model. As a result, organizations can use the study’s findings as a starting point to determine the best strategy for fostering creativity within their workforce.

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Section: Discussioncontrasting

confidence: 99%

Proactive personality and organizational support in television industry: Their roles in creativity

et al. 2023

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“…Therefore, it is believed that the hotel's ethical values will affect employees' work values. Thus, the following hypotheses are proposed: From the perspective of social exchange, a certain interest exchange relationship exists between the enterprise and employees, which implies that employees join the enterprise with certain demands and desires, and the enterprise hires employees to survive and develop, inevitably meeting their needs (Li et al, 2021). The organisational climate will affect the formation of individual values, and fairness and equality are the core and foundation of morality (Killen, 2018).…”

Section: Mediating Role Of Work Valuesmentioning

confidence: 99%

Hospitality’s ethical values and unethical employee behaviour: The mediating roles of work values and the moderating role of perceived organisational support

Chen

Liu

2022

Front. Psychol.

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In recent years, hotels have occasionally engaged in unethical behaviour. This has become an urgent problem that requires a solution. Based on social exchange theory, this study constructs a theoretical model of the relationship between hospitality’s ethical values and unethical behaviour. According to 543 questionnaires, the findings indicate that hospitality’s ethical values negatively affect the unethical behaviour of employees. Work values played a part in the intermediary role between the two, and perceived organisational support significantly positively moderated the relationship between hospitality’s ethical values and unethical behaviour. By exploring the logical relationship between hotels’ and employees’ morality, this study expands the research content and theoretical framework of unethical employee behaviour and helps to bridge the work values of hotels and individuals. Furthermore, it helps to build a good hotel ethical value system, which can effectively reduce and suppress the emergence of unethical employee behaviour.

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“…From the perspective of proactive personality, our study has extended the research on the influence of proactive personality on strategic decisions. Prior research has suggested that proactive employees had a positive effect on job performance and creativity (Li et al, 2021;Wei et al, 2021). Furthermore, research has also proved that CEO overconfidence is a core condition in cross-industry M&As (Malmendier and Tate, 2008).…”

Section: Discussionmentioning

confidence: 99%

“…For example, Wei et al (2021) found that proactive personality would energize employees and benefit job performance through decreasing psychological strain under high leader-member exchange. Li et al (2021) examined the relationship between proactive employees and the organization. They suggested that proactive employees were more likely to engage in multisource information exchange activities with internal and external in the context of social exchange-based employee-organization relationships.…”

Section: Discussionmentioning

confidence: 99%

“…Based on interactionism, proactive personality is defined as the tendency of individuals to take initiative to change their external environment (Bateman and Crant, 1993 ). Studies show that proactive personality has a positive effect on job performance (Wei et al, 2021 ) and work attitude (Harvey et al, 2006 ), leadership transitions (Lam et al, 2018 ), entrepreneurial intention (Baluku et al, 2020 ), sustainable investment (Vanwalleghem and Mirowska, 2020 ), employee creativity (Li et al, 2021 ), and employee resilience (Zhu and Li, 2021 ).…”

Section: Theoretical Framework and Literature Reviewmentioning

confidence: 99%

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Chief Executive Officer Proactive Personality and Acquisitions: A Fuzzy Set Qualitative Comparative Analysis of China's Listed Firms

2021

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The role of the CEO in an enterprise's management decisions renders their individual characteristics influential in decisions about mergers and acquisitions (M&As). Personal characteristics are based on many aspects, therefore, we provide a multi-angle insight into the personal characteristics of managers. Drawing on the upper echelons theory, we examine whether CEOs' proactive personality affects merger and acquisition decisions. The fuzzy-set qualitative comparative analysis (fsQCA) is performed using a sample of 64 listed firms in China for the period 2010–2019. There are three solutions for cross-industry mergers, and five for intra-industry mergers. The results suggest that: (a) proactive and overconfident CEOs are inclined toward cross-industry mergers; (b) non-proactive and low-educated CEOs are inclined toward intra-industry mergers; (c) emerging industry enterprises tend to choose intra-industry mergers; (d) overconfident CEOs are more likely to undertake cross-industry mergers in traditional industries.

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Are proactive employees more creative? The roles of multisource information exchange and social exchange-based employee-organization relationships

Cited by 13 publications

References 33 publications

Proactive personality and organizational support in television industry: Their roles in creativity

Proactive personality and organizational support in television industry: Their roles in creativity

Hospitality’s ethical values and unethical employee behaviour: The mediating roles of work values and the moderating role of perceived organisational support

Chief Executive Officer Proactive Personality and Acquisitions: A Fuzzy Set Qualitative Comparative Analysis of China's Listed Firms

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