Employee proactivity and proactive initiatives towards creativity: exploring the roles of job crafting and initiative climate

Abstract

Purpose Although previous research has shown that proactive initiatives are mostly related to performance- and creativity-related outcomes, the questions of “how” and “when” proactivity brings about creativity are not still fully answered. This conceptual investigation aims to explain the intervening role of job crafting by conceptualising it as a behavioural mechanism that employees engage in to increase their functioning. Besides, this study examines initiative climate as a contextual factor that shapes this intervening mechanism. Design/methodology/approach Drawing on job demands-resources (JD-R) theory, we put forward propositions explaining how proactive employees engage in promotive and preventive forms of job crafting, which results in creative outcomes. This study’s theoretical approach also illuminates the person–context interaction in creativity research by incorporating initiative climate. Findings This study underscores the behavioural and contextual determinants of the employee proactivity and creativity relationship. This study discussed how proactive employees reveal their creative potential by engaging not only in promotive job crafting but also in preventive job crafting. Besides, this study suggested that a sufficient level of initiative climate might be a prerequisite for enacting proactive behaviour. Originality/value This study attempted to contribute to the current understanding of employee proactivity and creativity literature by conceptually investigating this relationship from the JD-R perspective. Therefore, in addition to the predictable outcomes of promotive job crafting, we also underscored the temporal role of preventive job crafting on employee creativity. Besides, this study stressed that initiative climate reflects a crucial contextual determinant in this relationship.

Exhibiting entrepreneurial behavior at work: a lived experience of a millennial entrepreneur

“…This means that taking the initiative at work helps one to realize entrepreneurial goals, which ultimately benefit the enterprise. The finding is similar to that of Kilic and G€ ok (2022) who found out that one's proactive orientation like taking an initiative turns into enacting creativity in work processes. The finding is also similar to that of Fay et al (2022) who indicated that when individuals foresee themselves as engaging in proactive work behavior, they rate their work as more meaningful and increase their performance.…”

“…This means that taking the initiative at work helps one to realize entrepreneurial goals, which ultimately benefit the enterprise. The finding is similar to that of Kilic and Gök (2022) who found out that one's proactive orientation like taking an initiative turns into enacting creativity in work processes. The finding is also similar to that of Fay et al .…”

Cognitive job crafting: an intervening mechanism between intrinsic motivation and affective well-being

“…We can further stress that as well as CJC is an effective way of optimizing AWB, the affective states may also determine daily CJC initiatives. In addition, examining the mutual interaction between behavioral and cognitive forms of crafting may be a potential avenue for further investigations (Kilic and Gök, 2022; Melo et al , 2021). Finally, although there have been reverse approaches in the literature (Romeo et al , 2020), we underline that CJC should be considered as an initial step for the behavioral initiatives of the job crafting process (Berg et al , 2010).…”

The moderating role of employee proactive behaviour in the relationship between servant leadership and job satisfaction

“…The moderating effect of proactive behaviour Employees who engage in proactive organizational behaviours are involved in change actions in their work environment (Griffin et al, 2007). An employee who engages in proactive behaviour is recognized as having a proactive personality, which is reflected in a willingness to take responsibility for constructive change (Fuller et al, 2006) and for creativity (Kilic and Gök, 2022). Numerous factors affect job satisfaction.…”