Publication Date
2012
Publication Details
Shoss, M. M, Witt, L. A & Vera, D. (2012). When does adaptive performance lead to higher task performance?. Journal of Organizational Behavior,S. S. Masterson. Retrieved from https://doi.org/10.1002/job.780
Abstract
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.
Document Type
Journal Article
Access Rights
ERA Access