Active on the Job—Proactive in Change

By Severin Hornung, Denise M. Rousseau. 2007

200 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f2aa869888021eca9aa7debfcabab8e57d32020d

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Can Empowering Leaders Affect Subordinates’ Well-Being and Careers Because They Encourage Subordinates’ Job Crafting Behaviors? (2018, background): “…studies have shown that increased autonomy is positively related to proactive behavior and personal initiative (Frese, Kring, Soose, & Zempel, 1996; Hornung & Rousseau, 2007), which contributes to employees’ customization of work (Leana, Appelbaum, & Shevchuk, 2009; Wrzesniewski & Dutton, 2001);…”
Redesigning work through idiosyncratic deals (2014, background): “Hospitals typically maintain rather traditional management structures, while facing pressure to increase the cost-efficiency of health care delivery (e.g., Rousseau & Hornung, 2007; Rousseau & Tijoriwala, 1999).”
Proactive Work Behavior: Forward-Thinking and Change-Oriented Action in Organizations (2011, background): “For example, job autonomy has been positively linked with proactive behaviors such as personal initiative (β=.38, p<.05, for a longitudinal investigation; Hornung & Rousseau, 2007) and idea implementation and problem solving (β=.27, p<.01; Parker et al., 2006b).”
Job crafting and extra-role behavior: The role of work engagement and flourishing (2015, background): “Employees who take the initiative to reduce their job demands seem to select the most important tasks to invest their energy (Demerouti, Bakker, & Leiter, 2014; Freund & Baltes, 1998), and extra-role behaviors are by definition not the most essential for one's work performance. Similarly, Freund and”
Beyond top‐down and bottom‐up work redesign: Customizing job content through idiosyncratic deals (2010, background): “Hospital efforts promoting employee participation in quality improvement motivated its work council to support this study (Hornung & Rousseau, 2007).”
Making Change Happen (2013, background): “When enabling contextual factors are present, individuals will be more adaptive and proactive if critical beliefs, such as self-efficacy and felt responsibility for change are activated (Choi, 2007; Fuller et al., 2006; Hornung & Rousseau, 2007).”
Change Recipients’ Reactions to Organizational Change (2011, background): “Other studies explicitly analyzed change recipients’ behavioral intentions to resist or support the change (Bovey & Hede, 2001; Madsen, Miller, & John, 2005; V. D. Miller et al., 1994; Oreg, 2006; Paterson & Cary, 2002; Peach, Jimmieson, & White, 2005; Sagie & Koslowsky, 1994; Stanley, Meyer, & Topo”
When and why do individuals craft their jobs? The role of individual motivation and work characteristics for job crafting (2016, background): “A high level of job autonomy is generally thought to be beneficial at work (Humphrey et al., 2007), and studies have demonstrated that increased autonomy is positively associated with proactive behavior and personal initiative (Frese et al., 1996; Ghitulescu, 2013; Hornung and Rousseau, 2007).”
Does meaning‐making help during organizational change? Development and validation of a new scale (2009, background): “Self-efficacy is positively related to adaptation to change through its positive relation with openness to change, persistence, learning a new job, taking initiative, and developmental activities (Hornung and Rousseau, 2007; Schyns, 2004).”
The Effect of Transformational Leadership on Employees During Organizational Change – An Empirical Analysis (2019, background): “Moreover, valence has been identified as a mediator in the relationship between personality, context characteristics and change readiness (Vakola, 2014) and in the relationship between autonomy and commitment to change (Hornung & Rousseau, 2007).”
Daily within-person effects of job autonomy and work engagement on innovative behaviour: The cross-level moderating role of creative self-efficacy (2017, background): “Further, autonomy is likely to be related to employee innovation because it buffers the negative effect of dispositional resistance to change on innovative behaviour (Battistelli, Montani, & Odoardi, 2013) and fosters employee support for organizational change (Hornung & Rousseau, 2007).”