Abstract
This study develops and tests a model of the relationship between a learning-oriented organizational climate, employee individual resilience and three broad categories of proactive behaviors, i.e. proactive work behavior, proactive strategic behavior and proactive person–environment fit behavior. The study tests a mediation model. Cross-sectional data was gathered from 108 employees in four Dutch organizations. Results demonstrate that employee resilience mediates the relationships between a learning-oriented organizational climate and proactive work behaviors. By investigating three proactive behaviors, this study answers to the call for studies that empirically investigate multiple related proactive behaviors within one study design. This design sheds light on whether a learning-oriented organizational climate promotes certain proactive behaviors more than others.
Highlights
Employee resilience refers to bouncing back from challenges at work to come back better than before (Smith et al 2008)
Employee resilience can be seen as a trait variable that has state-like characteristics, as it is a personal disposition that can be developed over time, albeit slowly
This study investigated whether and how employee resilience mediates the relationship between organizational learning and three broad categories of proactive behaviors
Summary
Employee resilience refers to bouncing back from challenges at work to come back better than before (Smith et al 2008). Employee resilience can be seen as a trait variable that has state-like characteristics, as it is a personal disposition that can be developed over time, albeit slowly (see Xanthopoulou et al 2009; Luthans 2002). In other words, it is a malleable personal resource (Xanthopoulou et al 2009). When employees are able to cope with failure and setbacks they are likely to perform well and show organizational commitment even under conditions of stress and change (Coutu 2002).
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