Getting to the “COR”

Abstract

Proposed as a theory of motivation, the basic tenet of conservation of resources (COR) theory is that humans are motivated to protect their current resources and acquire new resources. Despite its recent popularity in the organizational behavior literature, several criticisms of the theory have emerged, primarily related to the central concept of resources. In this review, we address concerns regarding the conceptualization, conservation, acquisition, fluctuation, and measurement of resources. We highlight gaps in the COR literature that can be addressed by integrating research from other areas of psychology and management. In this manner, we hope to push the COR literature forward by resolving several concerns and providing suggestions for future research that might address other concerns.

Transformational leadership and burnout: The role of thriving and followers’ openness to experience.

“…Examples include personality traits such as optimism and self-esteem that influence whether individuals begin difficult tasks and seek support in doing so (Ten Brummelhuis & Bakker, 2012). Through the inclusion of key resources, these authors highlight that the value of a resource is not universal, but depends on the fit between the individual and the respective resource, which has been termed 'ideographic approach' (Halbesleben et al, 2014).…”

“…While OTE as a moderator emphasizes that the effects of TFL are in the eye of the beholder (Gooty et al, 2009), it also highlights an aspect of the definition of resources (Halbesleben et al, 2014), namely that the value of a resource (TFL) depends on whether it enables individuals to achieve their goals, highlighting the importance of an idiographic approach to resources (Halbesleben et al, 2014).…”

“…It states that actual or potential resource loss is responsible for burnout, with resources being defined as "anything perceived by the individual to help attain his or her goals" (Halbesleben, Neveu, Paustian-Underdahl, & Westman, 2014;p.1338). COR places special importance on the role of the work context as providing multiple resources (e.g., job control; Halbesleben et al, 2014;Hobfoll, 1989), and supervisors have been noted as offering employees various valuable resources, such as feedback and task significance (Piccolo & Colquitt, 2006). Consequently, we focus in this study on supervisors, namely transformational leaders (Bass, 1985;Burns, 1978).…”

Cross-domain consequences of workplace bullying: A multi-source daily diary study

“…In our case, we focus on two specific resources; psychological detachment and affective distress. Following Halbesleben et al (2014) classification, the former is included within the category of energetic resources, whereas the latter is considered a key resource (Halbesleben et al, 2014, pag 5). Affect is categorized as a key personal resource because facilitates the mobilization of other resources, and makes the use of other resources more effective (ten Brummelhuis & Bakker, 2012).…”

Determinants of MNEs' Natural Resources Endowments on Performance: An Analytical Model

“…Firms struggle for resources, resources conservation and resources expansion. Accordingly, firms, in the same way as individuals, are motivated to protect their current resources and acquire new resources (Halbesleben, Neveu, Paustian-Underdahl, & Westman, 2014).…”