TY - JOUR
T1 - Fostering employees' proactive strategic engagement
T2 - Individual and contextual antecedents
AU - Strobel, Maria
AU - Tumasjan, Andranik
AU - Spörrle, Matthias
AU - Welpe, Isabell M.
N1 - Publisher Copyright:
© 2017 John Wiley & Sons Ltd
PY - 2017/1/1
Y1 - 2017/1/1
N2 - Proactive 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.
AB - Proactive 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.
KW - discretionary behaviour
KW - employee involvement in strategy
KW - innovation
KW - innovative behaviour
KW - proactive behaviour
KW - strategic engagement
UR - http://www.scopus.com/inward/record.url?scp=85012952378&partnerID=8YFLogxK
U2 - 10.1111/1748-8583.12134
DO - 10.1111/1748-8583.12134
M3 - Article
AN - SCOPUS:85012952378
SN - 0954-5395
VL - 27
SP - 113
EP - 132
JO - Human Resource Management Journal
JF - Human Resource Management Journal
IS - 1
ER -