When are employees idea champions? When they achieve progress at, find meaning in, and identify with work

Abstract

PurposeDrawing from conservation of resources (COR) theory, this study investigates the relationship between employees' perceived career progress and their championing behavior and particularly how this relationship might be invigorated by two critical personal resources at the job (work meaningfulness) and employer (organizational identification) levels.Design/methodology/approachQuantitative data were collected from a survey administered to 245 employees in an organization that operates in the oil industry.FindingsBeliefs about organizational support for career development are more likely to stimulate idea championing when employees find their job activities meaningful and strongly identify with the successes and failures of their employing organization.Practical implicationsThis study offers organizations deeper insights into the personal circumstances in which positive career-related energy is more likely to be directed toward the active mobilization of support for novel ideas.Originality/valueAs a contribution to extant championing research, this research details how employees' perceived career progress spurs their relentless efforts to push novel ideas, based on their access to complementary personal resources.

Overwhelmed by family, but supported by likeminded, trustworthy coworkers: effects on role ambiguity and championing behaviors

“…Previous studies indicate that employees are more likely to engage in idea championing in response to positive inducements, such as career progress (De Clercq and Pereira, 2021 ), transformational leadership (Islam et al, 2021), job control , or change-related voice from their work group (Faupel, 2020). But we also acknowledge the challenges that stem from championing behaviors, such that employees who already experience difficult situations may actively avoid such behaviors.…”

“…Previous studies indicate that employees are more likely to engage in idea championing in response to positive inducements, such as career progress (De Clercq and Pereira, 2021), transformational leadership (Islam et al. , 2021), job control (De Clercq et al.…”

Pandemic fears, family interference with work, and organizational citizenship behavior: Buffering role of work‐related goal congruence

“…For example, intra‐organizational social capital also stems from peer relationships marked by high levels of trust and social interaction (Prieto‐Pastor et al, 2018). Relevant contextual factors might include organizational embeddedness (Ahmad & Islam, 2019), organizational identification (De Clercq & Pereira, 2021b), or person–job fit (Islam et al, 2019). Certain resource‐boosting personal resources might function as buffers too, such as employees' learning goal orientation (Islam, Ahmad et al, 2021), passion for work (Hao et al, 2018), optimism (Agrawal & Mahajan, 2021), or ability to segment family and work demands (Islam et al, 2020).…”

How social interaction can prevent interpersonal conflict from inducing turnover intentions and diminishing championing behaviour

“…Championing behaviour. We measured employees' efforts to mobilize support for innovative ideas with a three-item scale of championing behaviour (De Clercq and Pereira, 2021;Janssen, 2000). They rated, for example, whether "I often make other organizational members enthusiastic for innovative ideas" and "I often mobilize support for innovative ideas" (Cronbach's alpha = 0.86).…”

“…Thus, the promise of professional benefits might motivate championing behaviour, but challenges might undermine them. In this regard, prior research has mostly focused on how favourable work situations can stimulate employees to promote innovative ideas, such as when they feel committed to their employing organization (Wichmann et al , 2015), participate in technology development (Lin et al , 2014), work with transformational leaders (Islam et al , 2021) or enjoy career progress (De Clercq and Pereira, 2021). But we postulate that if employees experience work-related challenges, then they instead may be reluctant to undertake difficult championing behaviour.…”