Not All Autonomy is the Same. Different Dimensions of Job Autonomy and Their Relation to Work Engagement & Innovative Work Behavior

By S. Spiegelaere, G. Gyes, Geert van Hootegem. 2016

173 citations recorded by the source corpus.

Subfields: General Health Professions, Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/e2546871fc55541834f9583fa7fcf6d9918d5d6c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Health Professions

1. Claudia Baudewijns
2. Ruud Gerards
3. Jiwon Park
4. Andries de Grip
5. Woo-Cheol Kim

In Marketing

1. Jiwon Park
2. Woo-Cheol Kim

In Organizational Behavior and Human Resource Management

1. Jiwon Park
2. Claudia Baudewijns
3. Ruud Gerards
4. Andries de Grip
5. Woo-Cheol Kim

Citations in the corpus

• Do new ways of working increase work engagement (2018, background): “Our finding that management of output is the only NWW facet that directly impacts employee work engagement, without being mediated, underscores that providing workers with more autonomy is a very effective way to increase their engagement (Schaufeli, 2012; De Spiegelaere et al., 2016).”
• Examining Structural Relationships between Work Engagement, Organizational Procedural Justice, Knowledge Sharing, and Innovative Work Behavior for Sustainable Organizations (2017, background): “Studies have also shown that employee work engagement is significantly and positively related to employee innovative work behavior [28,44,45].”