The DOI matches its Crossref record; 97 of the 100 references it cites were found in a registry or an index.
Proactive Behavior in Organizations
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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“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
In the citing paper
“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]
In the citing paper
“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.”
From Job Demands—Resources theory and self-regulation: New explanations and remedies for job burnout (2021) · cites this paper as Crant (2000)
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Metadata
- 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
- 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
- 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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