The dynamics of proactivity at work

By Adam M. Grant, Susan J. Ashford. 2008

1,972 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/98214540cfe4a2eae2ea06884df1f1e66d187303

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The nature of employee engagement: rethinking the employee–organization relationship (2017, background): “First, employees who are strongly engaged with the organization are proactive, promote innovation and invest efforts in improving the outcomes of their organization (Grant & Ashford, 2008; Harter et al., 2002; Saks, 2006; Salanova et al., 2005).”
Navigating Uncharted Waters (2015, background): “Overall, increased newcomer proactivity is associated with better adjustment and assimilation that aligns with the overall literature on the benefits of employee proactivity (Grant & Ashford, 2008).”
Who will Lead and Who will Follow? a Social Process of Leadership Identity Construction in Organizations (2010, background): “…are thought to be especially risky because observers consider them to be expressive of individuals’ true underlying nature and desires (Bem & Funder, 1978, Grant & Ashford, 2008), and this risk is enhanced when individuals are new to a situation or lack an established track record of success.”
Proactive Work Behavior: Forward-Thinking and Change-Oriented Action in Organizations (2011, methodology): “Academically, there has been a flurry of proactive concepts, albeit varying in whether proactivity is seen as a stable disposition (Crant, 2000), a pattern of behaviors (Frese & Fay, 2001), or – as we do in this chapter – a way of behaving at work (Grant & Ashford, 2008; Parker et al., 2006b).”
The relationship between perceived organizational support and proactive behaviour directed towards the organization (2016, background): “…behaviours refer to active, self-initiated, and future-oriented actions that aim to change and improve the current situation before a problem emerges (Crant, 2000; Fay & Frese, 2001; Grant & Ashford, 2008; Parker, Bindl, & Strauss, 2010; Parker, Williams, & Turner, 2006; Tornau & Frese, 2013).”
Engaged and Productive Misfits: How Job Crafting and Leisure Activity Mitigate the Negative Effects of Value Incongruence (2016, methodology): “Recent trends in the management literature highlight employees’ ability and desire to proactively manage their life experiences (see Grant & Ashford, 2008, for a review).”
Job crafting : towards a new model of individual job redesign : original research (2010, background): “…crafting more readily than people without this characteristic, since they take the initiative in improving current circumstances, identify opportunities for change, take action and persevere until they bring about meaningful change (Bateman & Crant, 1993; Crant, 1995; 2000; Grant & Ashford, 2008).”
Personal Initiative and Job Performance Evaluations: Role of Political Skill in Opportunity Recognition and Capitalization (2017, background): “Furthermore, drawing on suggestions by Grant and Ashford (2008) to explore the effect of employee knowledge, skills, and abilities in the proactive process, we consider the impact of employees’ ability to assess work environment characteristics (i.e., social astuteness).”
Successful aging at work: A process model to guide future research and practice (2020, background): “First, proactive goal engagement refers to self-initiated, anticipatory action aimed at goal pursuit (Grant & Ashford, 2008; Heckhausen et al., 2010; Parker et al., 2006).”