Work Engagement in Agile Teams: Extending Multilevel JD‐R Theory: Extending Multilevel JD-R Theory
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| Titel: | Work Engagement in Agile Teams: Extending Multilevel JD‐R Theory: Extending Multilevel JD-R Theory |
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| Autoren: | Tom L. Junker, Arnold B. Bakker, Daantje Derks, Jan Luca Pletzer |
| Quelle: | Journal of Organizational Behavior. 46:512-529 |
| Verlagsinformationen: | Wiley, 2025. |
| Publikationsjahr: | 2025 |
| Schlagwörter: | Teams, Agile, Work engagement, ESSB PSY, Work groups, Job Demands-Resources theory, Agile work practices |
| Beschreibung: | Teams often fail to mobilize their resources effectively, which can undermine team engagement. Prominent work engagement theories, including Job Demands‐Resources (JD‐R) theory, have not accounted for this conceptually. By taking a closer look at how teams can mobilize resources through their use of agile work practices (AWPs), we develop a multilevel extension of JD‐R theory. First, we propose that agile taskwork (i.e., use of sprint planning and iterative development practices) contributes to team engagement, especially in teams working on complex tasks. Second, we argue that agile teamwork (i.e., frequency of stand‐up and retrospective meetings) promotes team engagement only when team role conflict low. We test our hypotheses in a field study involving 110 teams (N = 694 employees) with multisource ratings of job demands and two different operationalizations of team engagement. Our findings demonstrate which AWPs contribute more (vs. less) strongly to team engagement. Moreover, results evidence the boosting principle of JD‐R theory at the team‐level by showing that resource mobilization through agile taskwork is most engaging in challenging contexts (i.e., high work complexity). We discuss the implications of these findings for JD‐R theory and research on collective work engagement. |
| Publikationsart: | Article |
| Sprache: | English |
| ISSN: | 1099-1379 0894-3796 |
| DOI: | 10.1002/job.2860 |
| Zugangs-URL: | https://pure.eur.nl/en/publications/b1b21aad-707c-4d33-860a-64ebb4f2d0cc https://doi.org/10.1002/job.2860 https://research.tilburguniversity.edu/en/publications/b6e7232a-d6c3-42d5-b7bf-2ab18df0c9f8 https://doi.org/10.1002/job.2860 |
| Rights: | CC BY NC |
| Dokumentencode: | edsair.doi.dedup.....f7aff3d6f49882b743b3e1d93760d028 |
| Datenbank: | OpenAIRE |
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Nájsť tento článok vo Web of Science | Abstract: | Teams often fail to mobilize their resources effectively, which can undermine team engagement. Prominent work engagement theories, including Job Demands‐Resources (JD‐R) theory, have not accounted for this conceptually. By taking a closer look at how teams can mobilize resources through their use of agile work practices (AWPs), we develop a multilevel extension of JD‐R theory. First, we propose that agile taskwork (i.e., use of sprint planning and iterative development practices) contributes to team engagement, especially in teams working on complex tasks. Second, we argue that agile teamwork (i.e., frequency of stand‐up and retrospective meetings) promotes team engagement only when team role conflict low. We test our hypotheses in a field study involving 110 teams (N = 694 employees) with multisource ratings of job demands and two different operationalizations of team engagement. Our findings demonstrate which AWPs contribute more (vs. less) strongly to team engagement. Moreover, results evidence the boosting principle of JD‐R theory at the team‐level by showing that resource mobilization through agile taskwork is most engaging in challenging contexts (i.e., high work complexity). We discuss the implications of these findings for JD‐R theory and research on collective work engagement. |
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| ISSN: | 10991379 08943796 |
| DOI: | 10.1002/job.2860 |