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When does adaptive performance lead to higher task performance?
Author(s) -
Shoss Mindy K.,
Witt L. A.,
Vera Dusya
Publication year - 2012
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.780
Subject(s) - conscientiousness , task (project management) , job performance , psychology , organizational performance , perception , social psychology , performance improvement , contextual performance , cognitive psychology , personality , knowledge management , computer science , job design , operations management , management , big five personality traits , economics , job satisfaction , neuroscience , extraversion and introversion
Summary 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. Copyright © 2011 John Wiley & Sons, Ltd.