The Impact of Proactive Behaviour on Performance Prospects
DOI:
https://doi.org/10.51094/jxiv.1352Keywords:
proactive behaviour, self-efficacy, work engagement, psychological safetyAbstract
This study redefines proactive behaviour in a practical format for Japanese business contexts and examines its determinants and effects on performance prospects. Despite growing interest in human capital management, research on proactive behaviour remains limited in Japan. We redefined proactive behaviour as comprising four dimensions: innovative behaviour, external network exploration, internal network building, and career development behaviour. Using structural equation modelling with data from 20,400 corporate employees, we analyzed relationships between proactive behaviour, its antecedents, and performance prospects at individual and team levels. Results showed that self-efficacy had the strongest influence on individual proactive behaviour (.33***), followed by work environment (.18***), job characteristics (.17***), work engagement (.16***), and supervisor leadership (.13***). Individual proactive behaviour strongly influenced team proactive behaviour (.66***) and individual performance prospects (.49***), while team proactive behaviour influenced team performance prospects (.25***). Further analysis dividing participants into four groups based on proactive behaviour levels revealed that the model functioned effectively regardless of proactivity level, though specific influence patterns differed by group. This study provides important insights for developing targeted interventions to enhance proactive behaviour and performance prospects in Japanese organizations.
Conflicts of Interest Disclosure
The data analyzed in this study are from a survey conducted by The Japan Research Institute, Limited.Downloads *Displays the aggregated results up to the previous day.
References
Bindl, U. K., & Parker, S. K. (2011). Proactive work behavior: Forward-thinking and change-oriented action in organizations. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology (Vol. 2, pp. 567-598). American Psychological Association. https://doi.org/10.1037/12170-019
Carless, S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3), 389-405. https://doi.org/10.1023/A:1022991115523
Crant, J. M. (2000). Proactive behavior in organizations. Journal of Management, 26(3), 435-462. https://doi.org/10.1177/014920630002600304
Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3-34. https://doi.org/10.1016/j.riob.2008.04.002
Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50(2), 327-347. https://doi.org/10.5465/amj.2007.24634438
Hattori, Y. (2023). Soshiki kōdō-ron no kangaekata tsukaikata [Ways of thinking about and using organizational behavior theory] (2nd ed.). Yūhikaku. (in Japanese)
Ogata, M. (2016). Jakunen shūgyōsha no soshiki tekiō o sokushin suru puroakutibu kōdō to senkō yōin ni kansuru jisshō kenkyū [Empirical study on proactive behavior and its antecedents that promote organizational adaptation of young workers]. Keiei Kōdō Kagaku [Journal of Japanese Association of Administrative Science], 29(2-3), 77-102. https://doi.org/10.5651/jaas.29.77 (in Japanese)
Parker, S. K., Bindl, U. K., & Strauss, K. (2010). Making things happen: A model of proactive motivation. Journal of Management, 36(4), 827-856. https://doi.org/10.1177/0149206310363732
Downloads
Posted
Submitted: 2025-07-02 03:07:56 UTC
Published: 2025-07-03 10:49:44 UTC
License
Copyright (c) 2025
TAIYO MIYASHITA
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
