Proactive Behavior in Organizations

Crant, J. Michael

doi:10.1177/014920630002600304

Cited by 2,701Job Satisfaction and Organizational BehaviorTeam Dynamics and PerformanceLeadership, Courage, and Heroism Studies

Proactive Behavior in Organizations

Crant, J. Michael·2000·Journal of Management

DOI 10.1177/014920630002600304

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Abstract

Many practitioner-oriented publications argue that managers should be more proactive on the job, and that proactive behavior is an increasingly important component of job performance. Organizational research on the antecedents and consequences of proactive behavior has appeared in several different literatures and has taken different approaches toward defining, measuring, and understanding proactivity. In this article, I review a diverse set of literatures that directly address proactive behavior in organizational contexts. I describe four constructs related to proactive behavior: proactive personality, personal initiative, role breadth self-efficacy, and taking charge. Next, I review six research domains that have explicitly addressed proactive behaviors: socialization, feedback seeking, issue selling, innovation, career management, and certain kinds of stress management. After considering findings from these research streams, I offer an analysis of the different approaches to the study of proactive behavior and provide a set of suggestions for future research.

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Employees are increasingly expected to find proactive ways to meet organizational objectives, and managers rely on employee initiative to job craft.
“At a time when employees are increasingly expected to find proactive ways to meet organizational objectives and contribute the best of their talents to their organizations, managers are more likely than ever to rely on the initiative employees take to job craft (e.g., Crant, 2000;Grant & Ashford, 2008;Frese & Fay, 2001;Parker, Williams, & Turner, 2006).”
From Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity (2010) · cites this paper as Crant, 2000
Innovative behavior has a positive effect on organizational innovation.
“In addition, many other studies have demonstrated that innovative behavior has a positive effect on organizational innovation [141-149].”
From A Study on the Effect of Change Management on Organizational Innovation: Focusing on the Mediating Effect of Members’ Innovative Behavior (2021) · cites this paper as [141]

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“According to Crant (2000), proactivity has a positive impact on employee attitudes and behaviors because proactive individuals identify or create opportunities that produce favorable conditions for individual or team effectiveness.”
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Authors: Crant, J. M.
Affiliations: University of Notre Dame (US)
Corresponding author: Crant, J. Michael
ORCID: Crant, J. Michael
Venue: Journal of Management
Publisher: SAGE Publications
Published: 2000-06
Volume: 26
Issue: 3
Pages: 435-462
ISSN: 0149-2063 (ISSN-L)
1557-1211
DOI: 10.1177/014920630002600304
OpenAlex: W2102808300
Cited by: 2,701
References: 100
Citations by year: 2026: 143 · 2025: 139 · 2024: 188 · 2023: 161 · 2022: 193 · 2021: 192 · 2020: 191 · 2019: 196 · 2018: 151 · 2017: 138 · 2016: 155 · 2015: 123 · 2014: 137 · 2013: 109 · 2012: 100
FWCI: 23.47
Type: journal article
Language: en
Open access: closed
Licence: journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations: Journal of Management (publishedVersion)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
Social Sciences › Psychology › Social Psychology › Leadership, Courage, and Heroism Studies
Keywords: proactive behavior, proactive personality, personal initiative, role breadth self-efficacy, taking charge, employee performance, organizational socialization, feedback seeking, issue selling, innovation, career management, stress management

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