Does organizational change trigger civil servant proactivity? The impact of past changes experienced

Datos Bibliográficos

ID16775634
AutoresStéphanie Verlinden (0000-0003-2730-3231, University of Antwerp, autor de correspondencia), Tobias Bach (0000-0003-1888-8450, University of Antwerp), Jan Wynen (0000-0003-1456-968X, University of Antwerp), Bjorn Kleizen (0000-0002-3818-682X, University of Antwerp), Koen Verhoest (0000-0002-5467-3820, University of Antwerp)
Año2025
Volumen27
Número5
Páginas1313-1332
Fecha de publicación2025-05-04
Peer ReviewedSí
Open AccessNo
TipoARTICLE
RevistaPublic Management Review (JOURNAL)
Identificadores de la revistaISSN: 1471-9037 • E-ISSN: 1471-9045
EditorialInforma UK Limited (PUBLISHER • GB)
DOI10.1080/14719037.2023.2284225
OpenAlexW4389480417
IdiomaEN
Citas recibidas4
Referencias citadas87

Civil servants are increasingly expected to behave proactively at work, being confronted with workplace changes that require increased autonomy and responsibility. However, proactivity is a resource-intense behaviour that may become increasingly difficult in a demanding work context characterized by frequent change. We examine the impact of organizational change on civil servant proactivity, taking into account civil servants’ past change experiences. Analysis of two survey waves in a Belgian government agency reveal that civil servants who experienced many changes in the past behave less proactively in response to new changes compared to their colleagues who only experienced few past changes

Geography · Proactivity · Sociology · Job Satisfaction and Organizational Behavior · Nonprofit Sector and Volunteering · Psychology · Public Policy and Administration Research · Social Psychology