When does adaptive performance lead to higher task performance?
Shoss, Mindy Michelle, Witt, Lawrence Alan and Vera, Dusya. (2012). When does adaptive performance lead to higher task performance? Journal of Organizational Behavior. https://doi.org/10.1002/job.780
|Authors||Shoss, Mindy Michelle, Witt, Lawrence Alan and Vera, Dusya|
Adaptive performance is a facet of performance that reflects acquiring enhanced competencies in response to change. Micro-level researchers have assumed that adaptive performance is beneficial for task performance. Similarly, macro-level researchers have suggested that organizations need to attend to, monitor, and respond to contingencies in their environments for adaptive performance to be beneficial for firm performance. Drawing from the attention-based theory of the firm and resource theory, we suggest that perceptions of organizational politics and individual differences in conscientiousness constitute contingencies of the adaptive performance–task performance relationship. In a sample of 92 call center employees, we found that adaptive performance is positively associated with task performance but that conscientiousness and organizational politics jointly influence the adaptive performance–task performance relationship.
|Keywords||adaptive performance; conscientiousness; personality; organizational politics|
|Journal||Journal of Organizational Behavior|
|Digital Object Identifier (DOI)||https://doi.org/10.1002/job.780|
|Research Group||Centre for Sustainable HRM and Wellbeing|
File Access Level
|Editors||S. S. Masterson|
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