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The relationship between lack of controllability and proactive work behaviour an empirical analysis of competing theoretical explanations

The relationship between lack of controllability and proactive work behaviour an empirical analysis of competing theoretical explanations

 Burkert, Michael.
 2017.
 p. 144 - 171. English
Management control systemsControllability principleFlexible role orientationProactive work behaviourRole conflictRole theory
Tác giả CN Burkert, Michael.
Nhan đề The relationship between lack of controllability and proactive work behaviour: an empirical analysis of competing theoretical explanations/ Michael Burkert, Franz Michael Fischer, Florian Hoos, Karl Schuhmacher
Thông tin xuất bản 2017.
Mô tả vật lý p. 144 - 171.
Tóm tắt The controllability principle suggests evaluating managers solely based on performance measures they can control. In practice, however, companies often disregard this principle. Therefore, our study addresses organisational benefits linked to the lack of controllability in measures used for managers’ performance evaluations. We draw on important case-based findings to establish a positive ‘base relationship’ between lack of controllability and proactive work behaviour. We test this base relationship with a large-scale sample and find that companies encourage higher levels of proactive work behaviour when they rely on less controllable performance measures. Drawing on recent developments in role theory, we advance previous research and extend the base model by including the theoretical construct of flexible role orientation. We examine different mechanisms through which flexible role orientation potentially impacts the base model. Using survey responses from 432 managers, we find evidence for a mediation model as opposed to an interaction model. Specifically, we find that lack of controllability enhances role conflict, which in turn induces more flexible role orientations ultimately resulting in higher levels of proactive work behaviour.
Từ khóa tự do Management control systems
Từ khóa tự do Controllability principle
Từ khóa tự do Flexible role orientation
Từ khóa tự do Proactive work behaviour
Từ khóa tự do Role conflict
Từ khóa tự do Role theory
Tác giả(bs) CN Burkert, Michael
Tác giả(bs) CN Fischer, Franz Michael
Tác giả(bs) CN Hoos, Florian
Tác giả(bs) CN Schuhmacher, Karl
Nguồn trích Accounting and Business Research- vol.47/2017
MARC
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260[ ] |c 2017.
300[ ] |a p. 144 - 171.
520[ ] |a The controllability principle suggests evaluating managers solely based on performance measures they can control. In practice, however, companies often disregard this principle. Therefore, our study addresses organisational benefits linked to the lack of controllability in measures used for managers’ performance evaluations. We draw on important case-based findings to establish a positive ‘base relationship’ between lack of controllability and proactive work behaviour. We test this base relationship with a large-scale sample and find that companies encourage higher levels of proactive work behaviour when they rely on less controllable performance measures. Drawing on recent developments in role theory, we advance previous research and extend the base model by including the theoretical construct of flexible role orientation. We examine different mechanisms through which flexible role orientation potentially impacts the base model. Using survey responses from 432 managers, we find evidence for a mediation model as opposed to an interaction model. Specifically, we find that lack of controllability enhances role conflict, which in turn induces more flexible role orientations ultimately resulting in higher levels of proactive work behaviour.
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