Adaptability in the workplace: development of a taxonomy of adaptive performance.

By E. Pulakos, Sharon Arad, Michelle A. Donovan, Kevin E. Plamondon. Journal of Applied Psychology, 2000

1,642 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/54d2b786d8ce7209f78595c3af0d62ec081d3b19

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Citations in the corpus

Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity (2010, background): “Whereas proactive job crafting efforts involve initiating and creating changes to the task, relational, and cognitive boundaries of their jobs, adaptive moves involve creative problem solving (Pulakos et al., 2000) in response to perceived challenges to making such proactive changes.”
Learning at the workplace and sustainable employability: a multi-source model moderated by age (2016, neutral): “…appropriately transferred to and applied in job-related activities (Aguinis & Kraiger, 2009; Holton III, Chen, & Naquin, 2003; Kontoghiorghes, 2004) in order to actually further develop workers’ employability (Eraut, 2004; Hicks, Bagg, Doyle, & Young, 2007; Pulakos et al., 2000; Russ-Eft, 2002).”
Introducing the construct curiosity for predicting job performance (2013, result): “Also, Pulakos et al. (2000) noted that individuals who tend to display traits such as curiosity when confronted with novel situations should be less likely to perceive change as stressful and more likely to adapt more effectively, which is in line with findings from Mussel, Spengler, Litman, and…”
Service Customization Through Employee Adaptiveness (2005, background): “A large study by Pulakos et al. (2000) conceptualizes adaptive performance as an eight-dimensional construct including, among others, solving problems creatively, dealing with uncertain and unpredictable work situations, and demonstrating interpersonal adaptability.”
Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders (2017, background): “Leader adaptability, a signature component of the leadership role (Griffin et al., 2007), is thedegree towhich leaders are able tomodify their cognitions and actions to respond appropriately to changing, dynamic, and complex environmental situations and nonroutine tasks (Pulakos et al., 2000).”
Political Skill in Organizations (2007, background): “Indeed, research has noted the importance of individual adaptation as an important predictor of performance across a wide variety of work domains (e.g., Chan, 2000; LePine, Colquitt, & Erez, 2000; Pulakos, Arad, Donovan, & Plamondon, 2000 ).”
A meta-analytic investigation of conscientiousness in the prediction of job performance: examining the intercorrelations and the incremental validity of narrow traits. (2006, background): “…the past 15 years, there has been increased theoretical and empirical attention to defining the latent structure of job performance (e.g., Borman & Motowidlo, 1993; Campbell, McCloy, Oppler, & Sager, 1993; Motowidlo, Borman, & Schmitt, 1997; Organ, 1997; Pulakos, Arad, Donovan, & Plamondon, 2000).”