Abstract
AbstractProactive strategic scanning is an important aspect of employee proactivity and contributes to engaging employees in the organisation‐wide strategy process. It also contributes to strategic renewal and innovation by helping to identify potential strategic opportunities and threats. However, little is known about its antecedents and how HRM may support this valuable resource. To address this gap, we develop and test a model of individual and contextual antecedents of proactive strategic scanning. We hypothesise and find a positive effect of future‐focused personality on strategic scanning which is mediated by promotion‐focused self‐regulation at work. Moreover, we investigate how work design functions as a contextual boundary condition of this mediated effect. The effect is strengthened under high social support but is not influenced by the level of decision‐making autonomy. Our findings point to specific variables which can be targeted by HRM to enhance employees' strategic engagement and innovative behaviour.
Published Version
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