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How can employees adapt to change? Clarifying the adaptive performance concepts
Author(s) -
Park Sohee,
Park Sunyoung
Publication year - 2020
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.21411
Subject(s) - proactivity , flexibility (engineering) , knowledge management , process (computing) , workforce , context (archaeology) , resilience (materials science) , organizational change , process management , psychology , psychological resilience , dynamic capabilities , business , computer science , public relations , management , social psychology , political science , paleontology , physics , thermodynamics , law , economics , biology , operating system
Abstract Global and technological environments have rapidly become dynamic, ambiguous, and complex. Thus, it is critical for organizations to develop employees who are capable of working effectively within the context of these changes. As such, scholars and practitioners have discussed the importance of employees' attributes to help them adapt to change. However, the literature has used several terms to discuss these attributes. The purpose of this study is to investigate, compare, and clarify six concepts (adaptive performance, proactivity, resilience, role flexibility, learning agility, and workforce agility) related to employees' ability to adapt to new and changing situations in organizations. Based on our analytic framework with three categories, awareness, process, and direction/outcome, we found that all six concepts have a change orientation. The different emphases of the six concepts are elaborated, followed by discussion, implications, and recommendations.