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1 – 10 of over 24000This paper aims to build a new bridge between the literature in organizational behavior and the micro-foundations of strategy. The authors elaborate the concept of strategic…
Abstract
Purpose
This paper aims to build a new bridge between the literature in organizational behavior and the micro-foundations of strategy. The authors elaborate the concept of strategic voice, studying the extent to which employees express their strategic recommendations.
Design/methodology/approach
The authors gathered data from employees and supervisors of three distinct organizations, measuring determinants and outcomes of strategic voice, as compared to promotive voice.
Findings
Strategic voice is empirically distinct from promotive voice and predicted by opportunity/threat recognition, perceived organizational support and strategic voice opportunity. It has, surprisingly, either positive or negative effects on performance, through the mediation of supervisors' perceptions of strategic voice and the moderation of employee satisfaction with pay and career.
Research limitations/implications
Unlike traditionally assumed by strategy research, employees at any level engage in strategic voice with considerable frequency. Yet, paradoxically, under certain conditions, strategic voice could harm individual performance, although potentially benefiting organizations. Managers could either value employees' strategic voice or perceive it negatively, raising the salience to fully comprehend this behavior.
Practical implications
Organizations should embrace practices that encourage employees to express their strategic opinions, give them access to resources to properly form their strategic opinions and ensure management considers employees' recommendations.
Originality/value
While scholars in the micro-foundations of strategy have theorized that strategy can emerge from the contribution of individuals, there has been no evidence, to date, on how each employee can contribute to strategy formulation. This paper is original as it fills this gap.
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Lan Guo, Bernard Wong-On-Wing and Gladie Lui
The present research examines the effect of incentivizing both outcome and driver measures of SPMS on middle managers' proactivity in influencing the strategy formulation process…
Abstract
The present research examines the effect of incentivizing both outcome and driver measures of SPMS on middle managers' proactivity in influencing the strategy formulation process. A case-based experiment was conducted among 74 full-time employees. The results suggest that when incentives are linked to both outcome and driver measures of SPMS, compared with when they are outcome-based and not linked to the SPMS, managers are more proactive in communicating strategy-related issues to top management. In addition, this effect of SPMS-based incentives on middle managers' proactivity is mediated by their autonomous extrinsic motivation to achieve strategic goals. The results are in general consistent with postulates of the self-determination theory of motivation. This chapter also has practical implication. Specifically, recent evidence suggests that most SPMS adopters fail to validate causal business models underlying their formulated strategies (Ittner, 2008; Ittner & Larcker, 2003, 2005). Middle managers' proactive strategic behavior may be one means to prompt top management to inspect formulated strategies and their underlying business models.
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Lan Guo, Bernard Wong-On-Wing and Gladie Lui
We examine how input- (vs. output-) based performance evaluation and incentive intensity impact employees’ autonomous motivation, thereby influence their proactive work behaviors.
Abstract
Purpose
We examine how input- (vs. output-) based performance evaluation and incentive intensity impact employees’ autonomous motivation, thereby influence their proactive work behaviors.
Methodology
We collected survey responses from 309 employees of different firms. Multi-group Structural Equation Modeling analyses were used to analyze the data.
Findings
Input-based evaluation had a positive effect on autonomous motivation and proactive work behaviors when task uncertainty was high, but a negative effect when it was low. Autonomous motivation had a positive effect on proactive work behaviors.
Research implications
Our results on the moderating effect of task uncertainty provide insights into inconsistencies in earlier studies. Moreover, applying self-determination theory of motivation to incentive research can provide some insights into why sometimes, incentives can negatively affect performance.
Practical implications
The study of proactive work behaviors is important because despite their necessity in the fast-changing business environment, they are relatively unexplored in the incentive literature. Proactivity is especially important for tasks that are high in uncertainty because the exact tasks to achieve those goals are hard to specify.
Originality/value of paper
We investigate the effect of performance management system on proactive work behaviors, mediated by autonomous motivation and moderated by task uncertainty.
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The paper examines the role of learning organization in enhancing employees’ proactive work behavior. Furthermore, drawing on the conjectures of broaden-and-build and conservation…
Abstract
Purpose
The paper examines the role of learning organization in enhancing employees’ proactive work behavior. Furthermore, drawing on the conjectures of broaden-and-build and conservation of resources theory, this study tested the mediating role of employee resilience on the relationship between learning organization and proactive work behavior.
Design/methodology/approach
The data for this study were collected over two measurement periods (six months apart) via a structured questionnaire among Indian IT/ITES (Information Technology Enabled Services) organizational employees. The study utilized confirmatory factor analysis to test the proposed measurement model. Additionally, the study employed Preacher and Hayes PROCESS macro to investigate the mediating effect of employee resilience.
Findings
The study results demonstrated that employee’s perceptions of learning organization (measured at time 1) positively predict proactive work behavior (measured at time 2), with the relationship being mediated by employee resilience (measured at time 1).
Practical implications
The study asserts that organizational practitioners who aim to boost their employees’ proactive behavior need to first invest in nurturing learning organization and focus on building their employees’ resilient capability. As a matter of fact, despite focusing on alleviating the adverse events and chiefly emphasizing on stress management, the organizational practitioners should concentrate on building their employees’ resilient capability.
Originality/value
The present study explores the links between learning organization, employee resilience and proactive work behavior. This study tested a cohesive research model to investigate the role of both the contextual and individual resilient capability in enhancing employee proactivity at work. Furthermore, the study unfolds the underlying mechanism between the study variables by exploring the mediating role of employee resilience.
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Xin-Hua Guan and Tzung-Cheng Huan
In an increasingly competitive market, tourism managers are aware of the importance of talent management. Because tour guide behavior has an important influence on tourists’…
Abstract
Purpose
In an increasingly competitive market, tourism managers are aware of the importance of talent management. Because tour guide behavior has an important influence on tourists’ experience in the process of group touring, how to motivate a tour guide’s proactive behavior becomes an important issue. Based on social exchange and cognitive theory, the purpose of this paper is to examine the impact of particular human resource management practices on proactive behavior.
Design/methodology/approach
This research takes the tour guide as the research object. The questionnaire survey method was used to obtain data. At last, 351 valid questionnaires were obtained. Finally, the hypotheses of this research are tested using structural equation modeling and percentile (bias-corrected percentile) bootstrapping method.
Findings
The results show that human resource management practices positively influenced proactive behavior of tour guides. Moreover, both perceived organizational support and self-efficacy were found to mediate the relationship between human resource management practice and proactive behavior.
Originality/value
This study contributes to the tourism literature by finding that both perceived organizational support and self-efficacy can foster the effect of human resource management practice, resulting in proactive behavior of tour guides.
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Jeffrey A. Beck, JaeMin Cha, SeungHyun Kim and Bonnie Knutson
The objective of this study was to confirm the dimensions of revenue managers’ proactive work behavior in the lodging setting and to examine the effect of organizational structure…
Abstract
Purpose
The objective of this study was to confirm the dimensions of revenue managers’ proactive work behavior in the lodging setting and to examine the effect of organizational structure on the degree of proactivity in their work behavior.
Design/methodology/approach
The data (n = 280) collected from lodging revenue managers was analyzed, using exploratory factor analysis, confirmatory factor analyses and multivariate analysis of variance.
Findings
The four factor model was confirmed – Voice, Individual Innovation, Taking Charge and Problem Prevention. Revenue managers who manage multiple properties were found to have greater proactivity than their single property counterparts.
Research limitations/implications
A future study can work exclusively with individual companies to better understand the demographics of the Revenue Manager within specific organizations.
Originality/value
This study enhances our understanding of revenue management activities and behaviors by focusing on the concept of proactive work behaviors, and the complexity of responsibility that revenue managers face. This study is to exhibit a greater measure of proactive work behavior.
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Chia-Huei Wu, Sharon K. Parker and Uta K. Bindl
Scholars have argued that different forms of proactive behaviors (e.g., career initiative, feedback seeking, and taking charge) all involve employees’ self-initiated and…
Abstract
Scholars have argued that different forms of proactive behaviors (e.g., career initiative, feedback seeking, and taking charge) all involve employees’ self-initiated and future-focused efforts to bring about change in a situation (Parker et al., 2006). There are at least three important elements that define proactivity: future-focus, change-orientation, and self-initiation (Frese & Fay, 2001; Parker et al., 2006). First, proactive behavior is future-focused, which means that this action is targeted at anticipated problems or at opportunities with a long-term focus. Second, proactive behavior is change-oriented, involving not just reacting to a situation but being prepared to change that situation in order to bring about a different future. Third, and underpinning the prior two elements, proactive behavior is self-initiated, which means that employees initiate a proactive goal without being told to, or without requiring explicit instructions from supervisors. Accordingly, proactivity has also been conceived of as a process in which employees generate and implement, under their own direction, a proactive goal to bring about a different future (Bindl, Parker, Totterdell, & Hagger-Johnson, 2012; Frese & Fay, 2001; Grant & Ashford, 2008).
Ye Yang, Ling Yuan, Fanchao Zhuo and Ziyi Liu
Much of the research on overqualification has focused on the negative effects at the individual level. However, in the face of the increasing tendency to recruit overqualified…
Abstract
Purpose
Much of the research on overqualification has focused on the negative effects at the individual level. However, in the face of the increasing tendency to recruit overqualified employees, managing the perception of team overqualification can be effective in motivating team members in the current complex and changing business environment.
Design/methodology/approach
Based on the person–environment fit theory, this study examines how team overqualification affects employees' change self-efficacy and how it further motivates employees to engage in strategic scanning behavior toward proactive external information gathering and analysis. The data collection for this study was divided into two stages, spaced three months apart. The analysis of questionnaire data from 290 employees and 72 supervisors confirmed the theoretical hypothesis of this study.
Findings
When employees perceive a higher level of team overqualification, they will generate more strategic scanning behavior. And the change self-efficacy plays a mediating role between team overqualification and strategic scanning behavior and thus team members actively seek information from the external environment to develop future plans and work strategies. Meanwhile, transformational leadership positively moderates this process.
Originality/value
Firstly, this study extends the positive manifestations of overqualification at the team level. Secondly, this study verifies that change self-efficacy mediates the relationship between team overqualification and strategic scanning, enriching the research on the antecedent and outcome variables of change self-efficacy. Finally, this study verified that the interaction effect of transformational leadership and team overqualification had an impact on employee strategic scanning behavior through change self-efficacy.
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The present study aimed to investigate the relationship between employee perceived internal corporate social responsibility (CSR) practices and pharmaceutical firms' performance…
Abstract
Purpose
The present study aimed to investigate the relationship between employee perceived internal corporate social responsibility (CSR) practices and pharmaceutical firms' performance with the mediating role of employee intrapreneurial behaviour.
Design/methodology/approach
The study sample consisted of 607 employees at pharmaceutical firms in Ho Chi Minh City of Vietnam. The data was analysed by a structural equation modelling (SEM).
Findings
The results revealed that the model fitted well into the empirical data considering the goodness-of-fit measures. The estimates results revealed the significant total effects of employee perception of internal CSR practices on pharmaceutical firms' performances through the influencing mechanism of employee intrapreneurial behaviour.
Practical implications
Employee welfare is a fundamental factor for organisational performance. Ethical organisations might yield prosperity through innovation employee behaviour. Firms should build the structure and mechanism to implement internal CSR and support the commitment of intrapreneurship.
Originality/value
The study investigates how employees respond to internal CSR practices and contribute to firm performance through employee intrapreneurial behaviour.
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Ewa Stańczyk-Hugiet, Katarzyna Piórkowska, Sylwia Stańczyk and Janusz Strużyna