When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics

Wu, Chia‐Huei; Parker, Sharon K.; Wu, Long‐Zeng; Lee, Cynthia

doi:10.5465/amj.2013.1064

Cited by 111 publications

(111 citation statements)

References 101 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…As discussed above, our review has identified a paucity of research examining how contextual factors influence the direct relationship between individual predictors of team member proactivity and subsequent proactive behavior. We found, for instance, only one recently published article by Wu, Parker, Wu, and Lee (2018) demonstrating that different contextual factors can shape individual or team member proactivity by enabling employees to express their conceptions of individuality. More specifically, their findings show that at the team-level of analysis, individuals with interdependent self-construals (i.e., individuals who see themselves as interdependent with others, Markus & Kitayama, 1991) engage in proactive behaviors, but only when job interdependence is high.…”

Section: Contextual Factors As Moderatorsmentioning

confidence: 84%

Individual and contextual predictors of team member proactivity: what do we know and where do we go from here?

Baroudi

Khapova

Jansen

et al. 2019

Human Resource Management Review

View full text Add to dashboard Cite

Contemporary organizations are placing greater emphasis on team work in order to meet the challenges of an increasingly turbulent business environment. In this context, the relationship between team member proactivity and overall team performance has been the focus of growing interest among management scholars and practitioners alike. Whereas extant scholarship acknowledges that team member proactivity is different from other forms of proactivity (i.e., individual and organization member proactivity), there is still only limited understanding of the factors that predict team member proactivity. Therefore, this paper extends current scholarship by identifying the individual and contextual predictors of team member proactivity and explaining how, taken together, they jointly influence team member proactivity. Building on these findings, the paper also identifies gaps in the current literature and proposes a model of team member proactivity to be tested in future research. Although extant reviews have acknowledged that recent proactivity research has engaged more directly with the complexity of

show abstract

Section: Contextual Factors As Moderatorsmentioning

confidence: 84%

Individual and contextual predictors of team member proactivity: what do we know and where do we go from here?

Baroudi

Khapova

Jansen

et al. 2019

Human Resource Management Review

View full text Add to dashboard Cite

show abstract

“…It also includes behaviours such as contributing to discussions and meetings about the organization's strategy, developing a plan to spend money in one's department and aiding to set goals in one's work area. RBSE has been related to both job performance and job satisfaction in a variety of settings (Luthans et al ., ; Wu, Parker, Wu, & Lee, ).…”

Section: Introductionmentioning

confidence: 99%

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Özyılmaz

Erdoğan

Karaeminoğulları

2017

J Occupat & Organ Psyc

116

View full text Add to dashboard Cite

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self-efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that selfefficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self-efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self-efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self-efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self-efficacy. Practitioner pointsPracticing managers should not only invest in increasing self-efficacy of their employees, but also invest in building trust to improve employees' attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self-efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours. Self-efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

show abstract

“…We used the Situational Judgment Test of Personal Initiative (SJT-PI; Bledow and Frese, 2009) as a measure of proactive behavior (see also Wu et al, 2018). The SJT-PI comprises 12 items, each of which describes a hypothetical but realistic situation that could occur in the workplace.…”

Section: Proactive Behaviormentioning

confidence: 99%

The Link Between Employees’ Sense of Vitality and Proactivity: Investigating the Moderating Role of Personal Fear of Invalidity

et al. 2020

View full text Add to dashboard Cite

Proactive behavior has emerged as a key component in contemporary views of individual work performance. Hence, a central question in the literature is how to enhance employees' proactive behavior. We investigated whether the more that employees experience a sense of vitality (i.e., energizing positive affect), the more likely they are to show proactive behavior at work, and whether this applies only to employees with a low personal fear of invalidity [(PFI) i.e., the inclination to be apprehensive about the risks/negative consequences of making errors]. Experimental (N = 354) and cross-sectional field (N = 85) studies provided consistent evidence for a positive relation between employees' sense of vitality at work and their self-rated proactivity. The predicted moderation effect was observed only for manager-rated proactivity. We conclude that feeling energized in the workplace is not necessarily associated with observable proactive behavior. It is only when employees experiencing a sense of vitality at work are not prone to fearing the risks/negative consequences of making errors that they are more likely to show observable proactive behavior in an organization.

show abstract

When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics

Cited by 111 publications

References 101 publications

Individual and contextual predictors of team member proactivity: what do we know and where do we go from here?

Individual and contextual predictors of team member proactivity: what do we know and where do we go from here?

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

The Link Between Employees’ Sense of Vitality and Proactivity: Investigating the Moderating Role of Personal Fear of Invalidity

Contact Info

Product

Resources

About