Work characteristics, challenge appraisal, creativity, and proactive behavior: A multi‐level study

By Sandra Ohly, C. Fritz. 2010

544 citations recorded by the source corpus.

Subfields: Applied Psychology, Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/310966c6ab7831449230901963ac32bbe8727c78

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In Applied Psychology

In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Cross-Level Influences of Empowering Leadership on Citizenship Behavior (2017, background): “Going one step further, a recent study has demonstrated that negative aspects of a job can create proactive responses because of employees’ challenge appraisals (i.e., the belief that the situation can be mastered through effort; Ohly & Fritz, 2010).”
Workplace duties or opportunities? Challenge stressors, regulatory focus, and creativity (2013, background): “However, in relation to challenge stressors (such as job demands and high responsibility), the research findings are inconsistent (e.g. Amabile et al., 2002; Janssen, 2000; Ohly & Fritz, 2010).”
Crafting a job on a daily basis: Contextual correlates and the link to work engagement (2012, background): “Workplace factors trigger proactive behaviors, implying that proactivity includes a situational component and is not entirely stable (Ohly & Fritz, 2010).”
When and why do individuals craft their jobs? The role of individual motivation and work characteristics for job crafting (2016, background): “Ohly and Fritz (2007) found a positive relationship between role-related self-efficacy and proactive behavior.”
Extending the challenge-hindrance model of occupational stress: The role of appraisal (2011, background): “Finally, a study using a sample of employees showed that challenge appraisal partially mediated the relationship between a stressor (time pressure) and proactive work behaviors (Ohly & Fritz, 2010).”
A matter of time? Challenging and hindering effects of time pressure on work engagement (2018, background): “Time pressure, namely “the extent to which employees feel they have insufficient time to finish their work tasks” (Ohly & Fritz, 2010, p. 544), is a demand typically proposed to be a challenge stressor (Cavanaugh, Boswell, Roehling, & Boudreau, 2000; Crawford, LePine, & Rich, 2010).”
A multilevel model of transformational leadership, affect, and creative process behavior in work teams (2015, methodology): “…process behavior in work teams, The Leadership Quarterly (2015), http://dx.doi.org/10.1016/j.leaqua.2015.05.005 Another problem is that the definitions of creativity used in past research are often inconsistent (Amabile et al., 2005; Binnewies & Wörnlein, 2011; Ohly & Fritz, 2010; To et al., 2012).”
Research on Workplace Creativity: A Review and Redirection (2014, methodology): “Using an experience sampling approach to study the effect of job characteristics, Ohly & Fritz (2010) showed that chronic time pressure and chronic job control both had direct positive effects on employees’ daily creativity.”