How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review...

Full description

Saved in:

Bibliographic Details
Published in:	Journal of organizational behavior Vol. 40; no. 2; pp. 209 - 230
Main Authors:	Cai, Zijun, Parker, Sharon K., Chen, Zhijun, Lam, Wing
Format:	Journal Article
Language:	English
Published:	Chichester Wiley (Variant) 01.02.2019 Wiley Periodicals Inc
Subjects:	Behavior Employees Leadership multilevel Organizational behavior Organizational change Organizational support proactive behavior proactive motivation model Proactivity social context Social environment Social factors Synthesis Teams THE JOB ANNUAL REVIEW Work environment
ISSN:	0894-3796, 1099-1379
Online Access:	Get full text
Tags:	Add Tag No Tags, Be the first to tag this record!

Abstract	The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees’ proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader-, team-, and organization-related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual-, team-, and cross-level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational-fit perspective that stimuli with the same directions enhance each other’s effect. We offer a research agenda to advance theoretical insights on this important topic.
AbstractList	The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees’ proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader-, team-, and organization-related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual-, team-, and cross-level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational-fit perspective that stimuli with the same directions enhance each other’s effect. We offer a research agenda to advance theoretical insights on this important topic. Summary The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees' proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader‐, team‐, and organization‐related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual‐, team‐, and cross‐level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational‐fit perspective that stimuli with the same directions enhance each other's effect. We offer a research agenda to advance theoretical insights on this important topic.
Author	Chen, Zhijun Cai, Zijun Parker, Sharon K. Lam, Wing
Author_xml	– sequence: 1 givenname: Zijun surname: Cai fullname: Cai, Zijun – sequence: 2 givenname: Sharon K. surname: Parker fullname: Parker, Sharon K. – sequence: 3 givenname: Zhijun surname: Chen fullname: Chen, Zhijun – sequence: 4 givenname: Wing surname: Lam fullname: Lam, Wing
BookMark	eNp10MtKAzEUBuAgFWxV8AWEgBs3U5NJJpmspBavCN3oeshkzmDKOKlJ2tq3N7XFhegqF75zcvKP0KB3PSB0RsmYEpJfzV09zhmXB2hIiVIZZVIN0JCUimdpK47QKIQ5IaTgSgxR_eDWuHEQcHwDHJyxusPG9RE-I26X0H3fL7zTJtoV4NZ6uMYT_L7sou1glYCHlYU11n2ztc5DtCY1CZs-HYMNJ-iw1V2A0_16jF7vbl-mD9nz7P5xOnnODKeFzIqappEMq3WuRVs2RgIvC-BMcwlSKtUAF6I03JQ1UYU0OWtKAa0ijFChFTtGF7u-adqPJYRYzd3S9-nJKqcl40Qqmic13injXQge2srYqKNNX_badhUl1TbHVFtX2xxTweWvgoW379pv_qLZjq5TNJt_XfU0u9n7852fh-j8j8-FoKTMCfsCyjyNRA
CitedBy_id	crossref_primary_10_1108_JOEPP_04_2023_0115 crossref_primary_10_1007_s12144_021_01531_y crossref_primary_10_3389_fpsyg_2022_781110 crossref_primary_10_1080_09585192_2024_2353660 crossref_primary_10_1007_s12144_022_03699_3 crossref_primary_10_1108_BPMJ_03_2023_0163 crossref_primary_10_1111_joop_12411 crossref_primary_10_2224_sbp_11148 crossref_primary_10_1177_2041386619896087 crossref_primary_10_1177_00187267211030101 crossref_primary_10_1007_s12144_024_05806_y crossref_primary_10_3724_SP_J_1041_2025_1482 crossref_primary_10_1038_s44159_022_00056_w crossref_primary_10_1108_CMS_04_2024_0250 crossref_primary_10_1186_s40359_023_01294_0 crossref_primary_10_1016_j_actpsy_2024_104609 crossref_primary_10_1002_job_2356 crossref_primary_10_1016_j_ijhm_2024_104007 crossref_primary_10_1080_09585192_2020_1737832 crossref_primary_10_1108_CDI_04_2021_0088 crossref_primary_10_3389_fpsyg_2021_647169 crossref_primary_10_1080_02678373_2024_2435676 crossref_primary_10_1080_10967494_2023_2255172 crossref_primary_10_1080_1359432X_2022_2047937 crossref_primary_10_1108_ER_07_2022_0317 crossref_primary_10_1007_s12144_023_04844_2 crossref_primary_10_1108_BFJ_02_2021_0162 crossref_primary_10_1108_MD_08_2020_1041 crossref_primary_10_1108_IRJMS_03_2022_0036 crossref_primary_10_1007_s11301_025_00532_6 crossref_primary_10_1108_PR_10_2018_0430 crossref_primary_10_2139_ssrn_5378543 crossref_primary_10_1007_s10869_023_09899_3 crossref_primary_10_1080_14330237_2024_2425239 crossref_primary_10_1027_1866_5888_a000368 crossref_primary_10_4018_JGIM_318477 crossref_primary_10_1016_j_ijhm_2023_103649 crossref_primary_10_1108_TPM_05_2021_0036 crossref_primary_10_1108_ITP_08_2021_0652 crossref_primary_10_1016_j_techsoc_2022_101876 crossref_primary_10_1080_09585192_2021_2016889 crossref_primary_10_1108_JOEPP_03_2021_0064 crossref_primary_10_1016_j_jvb_2023_103865 crossref_primary_10_1371_journal_pone_0312886 crossref_primary_10_3390_bs14080670 crossref_primary_10_1108_JOEPP_10_2023_0480 crossref_primary_10_1108_IMDS_03_2024_0211 crossref_primary_10_1108_JOCM_12_2020_0366 crossref_primary_10_1007_s10490_023_09894_5 crossref_primary_10_1016_j_heliyon_2023_e17522 crossref_primary_10_1108_JKM_10_2022_0778 crossref_primary_10_1002_job_2732 crossref_primary_10_1080_10447318_2024_2371690 crossref_primary_10_3389_fpsyg_2022_839497 crossref_primary_10_1080_14330237_2021_2002039 crossref_primary_10_1108_JHOM_03_2023_0087 crossref_primary_10_1111_apps_70029 crossref_primary_10_1111_joop_12563 crossref_primary_10_1177_00187267241303265 crossref_primary_10_1177_2041386620960526 crossref_primary_10_3390_ijerph18052492 crossref_primary_10_1016_j_jvb_2025_104098 crossref_primary_10_1111_caim_12534 crossref_primary_10_1007_s11846_022_00568_y crossref_primary_10_1007_s10869_021_09760_5 crossref_primary_10_1111_emre_12615 crossref_primary_10_1108_CMS_11_2020_0487 crossref_primary_10_1002_job_2667 crossref_primary_10_1007_s12144_025_08048_8 crossref_primary_10_1080_09585192_2022_2126946 crossref_primary_10_3389_fpsyg_2023_1154861 crossref_primary_10_1177_01492063241239298 crossref_primary_10_3389_fpsyg_2022_977981 crossref_primary_10_3390_systems11020077 crossref_primary_10_3389_fpsyg_2022_874105 crossref_primary_10_1177_87569728241262222 crossref_primary_10_1007_s11301_024_00479_0 crossref_primary_10_1177_10422587241306872 crossref_primary_10_1177_21582440221145869 crossref_primary_10_1080_1359432X_2022_2139682 crossref_primary_10_1108_BJM_09_2023_0365 crossref_primary_10_1017_jmo_2024_23 crossref_primary_10_1108_PR_02_2022_0093 crossref_primary_10_1177_21582440241285126 crossref_primary_10_1016_j_jvb_2023_103847 crossref_primary_10_1002_hrm_22138 crossref_primary_10_1016_j_jbusres_2024_114709 crossref_primary_10_1002_job_2437 crossref_primary_10_1016_j_obhdp_2019_07_002 crossref_primary_10_3390_systems13070500 crossref_primary_10_1002_smi_3037 crossref_primary_10_1177_08948453251351582 crossref_primary_10_1177_10596011241287845 crossref_primary_10_1177_01492063221117529 crossref_primary_10_1109_TSE_2021_3119721 crossref_primary_10_1007_s11846_023_00717_x crossref_primary_10_3390_su152316294 crossref_primary_10_1108_CDI_08_2023_0256 crossref_primary_10_1080_08959285_2020_1811708 crossref_primary_10_2224_sbp_9736 crossref_primary_10_1177_00187267241247962 crossref_primary_10_1108_JMP_11_2018_0534 crossref_primary_10_1017_jmo_2022_78 crossref_primary_10_3390_su152014912 crossref_primary_10_1080_23311975_2025_2465904 crossref_primary_10_3389_fpsyg_2022_1046914 crossref_primary_10_1002_hrdq_21552 crossref_primary_10_3390_ijerph19020696 crossref_primary_10_3390_ijerph19095492 crossref_primary_10_1007_s12144_024_06955_w crossref_primary_10_3389_fpsyg_2021_640107 crossref_primary_10_3389_fpsyg_2021_626877 crossref_primary_10_1080_14719037_2023_2257213 crossref_primary_10_1111_1748_8583_12496 crossref_primary_10_1016_j_jbusres_2024_114848 crossref_primary_10_1080_13602381_2022_2120252 crossref_primary_10_1177_03063070251315975 crossref_primary_10_1002_hrm_22236 crossref_primary_10_1177_15480518231151575 crossref_primary_10_1108_JMP_10_2021_0541 crossref_primary_10_1108_PR_11_2019_0605 crossref_primary_10_1007_s12144_021_02638_y crossref_primary_10_3389_fpsyg_2021_657863 crossref_primary_10_1111_apps_12268 crossref_primary_10_1111_joop_12488 crossref_primary_10_1111_capa_12544 crossref_primary_10_1108_JMP_04_2018_0161 crossref_primary_10_1108_EJIM_02_2019_0041 crossref_primary_10_1108_IJHCQA_06_2023_0044 crossref_primary_10_1111_1748_8583_12519 crossref_primary_10_1108_JMP_10_2022_0518 crossref_primary_10_1108_CMS_06_2022_0218 crossref_primary_10_1108_INTR_03_2024_0422 crossref_primary_10_1111_1467_8551_12765 crossref_primary_10_1002_nml_21619 crossref_primary_10_1016_j_ijinfomgt_2020_102260
Cites_doi	10.1080/1359432X.2010.532869 10.1037/0021-9010.88.3.500 10.1177/1059601113476736 10.2307/257011 10.1177/0149206310363732 10.1002/job.2157 10.5465/amj.2012.0393 10.1007/s10869-014-9388-z 10.1177/014920630002600304 10.1177/0018726717751613 10.1111/j.1744-6570.2012.01247.x 10.1080/13594320801960482 10.1037/0021-9010.93.4.912 10.1177/0149206308316061 10.1037/0021-9010.81.1.36 10.1007/978-1-4612-4964-1 10.1080/1359432X.2015.1092960 10.1037/a0024368 10.1017/mor.2017.9 10.1016/j.leaqua.2009.10.014 10.1177/0149206311434533 10.1177/0149206312471386 10.1016/j.obhdp.2005.03.002 10.1037/0033-2909.91.1.27 10.5465/amj.2007.24162389 10.1177/0149206314544745 10.1057/9781137280640_6 10.1348/096317910X485818 10.1037/0003-066X.56.3.218 10.1037/0021-9010.91.3.636 10.1146/annurev-orgpsych-041015-062539 10.1037/a0032913 10.1057/palgrave.jibs.8490152 10.1146/annurev.ps.44.020193.001211 10.1002/job.433 10.1111/peps.12014 10.1080/1359432X.2012.728700 10.1111/peps.12104 10.1037/1076-8998.13.4.319 10.1037/a0039046 10.1037/0021-9010.92.2.331 10.5465/256874 10.1007/s10551-012-1509-x 10.1037/apl0000063 10.1080/1359432X.2011.640773 10.1080/1359432X.2016.1208652 10.5465/amr.2014.0368 10.1037/a0038066 10.1037/0003-066X.44.3.513 10.1348/096317900167029 10.1080/1359432X.2017.1379993 10.1002/job.1848 10.1177/0149206313506462 10.1016/j.jbusvent.2016.08.002 10.1016/j.leaqua.2015.10.007 10.1016/j.jbusres.2013.02.041 10.1111/joop.12143 10.5465/amj.2010.0133 10.5465/amj.2007.24634438 10.1016/j.obhdp.2016.03.001 10.1037/0021-9010.92.5.1200 10.5465/amj.2010.49388995 10.1057/jibs.2012.15 10.1146/annurev-orgpsych-032117-104406 10.1037/a0026736 10.1002/job.2037 10.1016/j.jvb.2010.09.005 10.5465/19416520903047327 10.1016/j.obhdp.2016.05.001 10.2307/256701 10.1037/0022-3514.75.1.5 10.1037/a0021886 10.1037/apl0000237 10.1016/j.jvb.2015.02.006 10.1080/1359432X.2013.808398 10.1007/s10869-015-9417-6 10.1037/apl0000301 10.1080/1359432X.2017.1293656 10.2307/2393590 10.1037/a0032663 10.1111/j.1467-8551.2008.00590.x 10.2307/258189 10.1037/apl0000064 10.1177/0018726710365092 10.2307/2392563 10.1016/j.leaqua.2014.04.008 10.1007/s10869-012-9273-6 10.1002/job.1867 10.1111/peps.12050 10.2307/3069413 10.1080/13594320444000092 10.5465/AMJ.2008.34789630 10.1007/s10869-017-9501-1 10.1348/096317910X502494 10.1080/1359432X.2016.1179285 10.1002/job.2220 10.5465/amj.2011.0113 10.1177/0149206313493324 10.5465/amr.2006.20208687 10.1080/1359432X.2016.1251417 10.1037/a0015848 10.1037/apl0000144 10.1037/0021-9010.86.1.42 10.1037/a0020744 10.1177/0149206308319533 10.1111/1467-6486.00390 10.1037/0021-9010.93.6.1195 10.1016/S0065-2601(10)42002-X 10.1177/0149206315598372 10.1037/a0017263 10.1177/0149206308321554 10.1348/096317910X520421 10.1037/0021-9010.93.5.1082 10.1016/j.leaqua.2011.05.015 10.1007/s10490-015-9424-1 10.1002/job.754 10.5465/amj.2010.0927 10.1016/j.leaqua.2014.01.002 10.1002/job.2035 10.1037/a0018315 10.1108/EJM-07-2015-0477 10.1111/peps.12025 10.1016/S0191-3085(06)27006-0 10.1177/0149206311429862 10.1016/j.leaqua.2015.01.004 10.5465/amj.2007.26279183 10.1007/s10551-016-3247-y 10.1037/a0037636 10.1111/joop.12066 10.5465/amj.2007.25530866 10.1007/s10490-015-9410-7 10.1007/s10490-013-9371-7 10.1016/j.jvb.2017.07.012 10.1111/j.1744-6570.2012.01248.x 10.1016/0030-5073(76)90016-7 10.1002/job.1899 10.1037/0021-9010.87.3.549 10.1037/a0024903 10.1348/096317909X439208 10.5465/amj.2013.1082 10.1111/peps.12251 10.1007/s10551-015-3006-5
ContentType	Journal Article
Copyright	2018 John Wiley & Sons, Ltd. 2019 John Wiley & Sons, Ltd.
Copyright_xml	– notice: 2018 John Wiley & Sons, Ltd. – notice: 2019 John Wiley & Sons, Ltd.
DBID	AAYXX CITATION 7QJ K7.
DOI	10.1002/job.2347
DatabaseName	CrossRef Applied Social Sciences Index & Abstracts (ASSIA) ProQuest Criminal Justice (Alumni)
DatabaseTitle	CrossRef Applied Social Sciences Index and Abstracts (ASSIA) ProQuest Criminal Justice (Alumni)
DatabaseTitleList	CrossRef Applied Social Sciences Index and Abstracts (ASSIA)
DeliveryMethod	fulltext_linktorsrc
Discipline	Economics Psychology Business
EISSN	1099-1379
EndPage	230
ExternalDocumentID	10_1002_job_2347 JOB2347 26610820
Genre	reviewArticle
GrantInformation_xml	– fundername: Natural Science Foundation of China funderid: 71573172 – fundername: Research Grant Council of the Hong Kong Special Administrative Region, China funderid: 155130/16B; 155042/17B – fundername: Australian Government Research Training Program (RTP) – fundername: Australian Research Council Australian Laureate Fellowship funderid: FL160100033
GroupedDBID	-~X .3N .GA 05W 0R~ 10A 1L6 1OB 1OC 1XV 2AX 33P 3WU 4.4 4ZD 50Y 50Z 51W 51Y 52M 52O 52Q 52S 52T 52U 52W 53G 5GY 5VS 66C 702 7PT 7WY 8-0 8-1 8-3 8-4 8-5 8FL 8UM 8VB 930 A04 AABNI AAESR AAFWJ AAHQN AAIKC AAMMB AAMNL AAMNW AAONW AAOUF AASGY AAXRX AAYCA AAZKR ABBHK ABBNM ABCQN ABCUV ABIJN ABIVO ABJNI ABKVW ABPVW ABSOO ABYYQ ACAHQ ACBKW ACCZN ACFBH ACGFO ACGFS ACHQT ACNCT ACPOU ACXJH ACXQS ADBBV ADEMA ADEOM ADEPB ADGDI ADIZJ ADKYN ADMGS ADMHG ADNFJ ADXAS ADZMN AEFGJ AEGXH AEIGN AEIMD AEUPB AEUYR AEYWJ AFAIT AFBPY AFFPM AFGKR AFKFF AFTQD AFWVQ AFZJQ AGCSZ AGHNM AGXDD AHAJD AHBTC AIAGR AIDQK AIDYY AIURR AKVCP ALAGY ALIPV ALMA_UNASSIGNED_HOLDINGS ALUQN ALVPJ AMBMR AMYDB ASTYK AZBYB AZVAB BAFTC BDRZF BFHJK BKOMP BMXJE BNVMJ BQESF BROTX BRXPI BY8 CBXGM CCKSF CS3 CYVLN D-C D-D DCZOG DPXWK DR2 DRFUL DRSSH DU5 EBS EJD F00 F01 F5P G-S G.N G50 GENNL GNP GODZA HBH HGLYW HHY HZ~ IPSME IX1 J0M JAAYA JAV JBC JBMMH JBZCM JENOY JHFFW JKQEH JLEZI JLXEF JPC JPL JPPEU JST K1G K60 K6~ KQQ LATKE LAW LC2 LC4 LEEKS LH4 LITHE LOXES LP6 LP7 LUTES LYRES MEWTI MK4 MRFUL MRSSH MSFUL MSSSH MXFUL MXSSH N04 N06 N9A NF~ NNB O66 O9- OIG P2P P2W P2Y P4C Q.N Q11 QB0 QRW QWB R.K ROL RX1 SA0 SUPJJ TH9 TN5 U5U UB1 V2E V8K W8V W99 WBKPD WEBCB WIB WIH WII WOHZO WQZ WSUWO WXSBR XG1 XPP XSW XV2 ZL0 ZZTAW ~IA ~WP .Y3 0-V 1OL 29L 31~ 3R3 8FI 8FJ 8G5 8R4 8R5 AAAZS AANHP AAXLS ABAWQ ABLWH ABUFD ABUWG ABXSQ ACBWZ ACHJO ACRPL ACSCC ACYXJ ADNMO ADULT AFFHD AFFNX AFKRA AGKTX AGQPQ AHQJS AI. ALSLI APTMU AQUVI ARALO ASMEE ASOEW AZFZN AZQEC BENPR BEZIV BGRYB BMKGK BPHCQ BVXVI CCPQU DWQXO E.L FEDTE FRNLG FYUFA GNUQQ GROUPED_ABI_INFORM_ARCHIVE GROUPED_ABI_INFORM_RESEARCH GUPYA GUQSH HEHIP HF~ HGD HVGLF LPU LW6 M0C M0O M0T M2M M2O M2S M55 PALCI PHGZM PHGZT PJZUB POGQB PPXIY PQBIZ PQBZA PQQKQ PROAC PRQQA PSYQQ Q2X QS- RIWAO RJQFR RNS SAMSI UKHRP VH1 AAYXX CITATION O8X 7QJ K7.
ID	FETCH-LOGICAL-c4157-5b1549c3ba2a6f8dc7e485e43a47e7799de4668c4c8b0957c23d86ef903016a93
IEDL.DBID	DRFUL
ISICitedReferencesCount	151
ISICitedReferencesURI	http://www.webofscience.com/api/gateway?GWVersion=2&SrcApp=Summon&SrcAuth=ProQuest&DestLinkType=CitingArticles&DestApp=WOS_CPL&KeyUT=000459167500006&url=https%3A%2F%2Fcvtisr.summon.serialssolutions.com%2F%23%21%2Fsearch%3Fho%3Df%26include.ft.matches%3Dt%26l%3Dnull%26q%3D
ISSN	0894-3796
IngestDate	Mon Nov 10 04:33:17 EST 2025 Tue Nov 18 21:32:42 EST 2025 Sat Nov 29 04:17:11 EST 2025 Mon Nov 17 15:08:32 EST 2025 Thu Jul 03 21:35:30 EDT 2025
IsDoiOpenAccess	false
IsOpenAccess	true
IsPeerReviewed	true
IsScholarly	true
Issue	2
Language	English
LinkModel	DirectLink
MergedId	FETCHMERGED-LOGICAL-c4157-5b1549c3ba2a6f8dc7e485e43a47e7799de4668c4c8b0957c23d86ef903016a93
Notes	ObjectType-Article-1 SourceType-Scholarly Journals-1 ObjectType-Feature-2 content type line 14
OpenAccessLink	https://www.research.manchester.ac.uk/portal/en/publications/how-does-the-social-context-fuel-the-proactive-fire-a-multlevel-review-and-theoretical-synthesis(b608f41d-3dcb-4441-8227-0562b40cb015).html
PQID	2183407912
PQPubID	47892
PageCount	22
ParticipantIDs	proquest_journals_2183407912 crossref_citationtrail_10_1002_job_2347 crossref_primary_10_1002_job_2347 wiley_primary_10_1002_job_2347_JOB2347 jstor_primary_26610820
PublicationCentury	2000
PublicationDate	20190201 February 2019 2019-02-00
PublicationDateYYYYMMDD	2019-02-01
PublicationDate_xml	– month: 2 year: 2019 text: 20190201 day: 1
PublicationDecade	2010
PublicationPlace	Chichester
PublicationPlace_xml	– name: Chichester
PublicationTitle	Journal of organizational behavior
PublicationYear	2019
Publisher	Wiley (Variant) Wiley Periodicals Inc
Publisher_xml	– name: Wiley (Variant) – name: Wiley Periodicals Inc
References	1989; 44 2006; 31 2013; 66 1991; 13 2016; 31 2008; 34 1999; 42 2001; 44 2018; 44 2016; 37 2014; 23 2012; 97 2010; 21 2018; 39 2018; 5 1990 2009; 94 2013; 56 2006; 27 2013; 116 2002; 87 2015; 88 1986 2016; 42 2018; 33 2001; 56 2003; 40 2014; 99 2009; 18 2017; 60 2010; 36 1993; 44 2011; 84 2018; 103 2000; 73 2007; 92 2011; 78 2008; 51 2014; 40 2012; 33 2017; 51 2010; 42 2005; 97 2014; 35 1996; 81 2016; 27 1998; 75 2016; 25 2012; 43 2018; 14 2014; 31 2017; 42 2010; 53 2013; 28 2017; 4 2013; 22 2002; 50 2015; 100 2015; 30 2017; 43 2015; 32 2011; 96 2016; 101 1998; 43 2012; 55 2014; 67 2010; 63 2001; 86 2007; 28 1978; 23 2013; 98 2000 2017; 38 2015; 41 2011; 20 2011; 22 2014; 57 1994; 37 2018; 71 1996; 27 2012; 65 2016; 89 2003; 88 2006; 91 2009; 20 2017; 26 2000; 26 2018; 148 2008; 13 2007; 50 2008; 93 2010; 83 2014; 87 2015; 26 2018; 151 2013; 38 2013; 34 2004; 13 2016; 135 1964 2017 2014 2013 1982; 91 2016; 136 2009; 3 1976; 16 2017; 102 1989; 14 2017; 103 2016; 69 2010; 95 e_1_2_9_75_1 e_1_2_9_98_1 e_1_2_9_52_1 e_1_2_9_79_1 Blau P. (e_1_2_9_12_1) 1964 e_1_2_9_94_1 e_1_2_9_56_1 e_1_2_9_90_1 Harris T. B. (e_1_2_9_53_1) 2017 e_1_2_9_71_1 Wu C. H. (e_1_2_9_146_1) 2017 e_1_2_9_149_1 e_1_2_9_107_1 e_1_2_9_122_1 Kozlowski S. W. J. (e_1_2_9_65_1) 2000 e_1_2_9_145_1 e_1_2_9_14_1 e_1_2_9_141_1 e_1_2_9_37_1 e_1_2_9_18_1 e_1_2_9_41_1 e_1_2_9_64_1 e_1_2_9_87_1 Ohly S. (e_1_2_9_103_1) 2017 e_1_2_9_22_1 e_1_2_9_45_1 e_1_2_9_68_1 e_1_2_9_83_1 e_1_2_9_119_1 e_1_2_9_60_1 e_1_2_9_2_1 e_1_2_9_138_1 e_1_2_9_111_1 e_1_2_9_134_1 e_1_2_9_115_1 e_1_2_9_26_1 e_1_2_9_49_1 e_1_2_9_130_1 e_1_2_9_153_1 e_1_2_9_30_1 e_1_2_9_99_1 e_1_2_9_72_1 e_1_2_9_11_1 e_1_2_9_34_1 e_1_2_9_57_1 e_1_2_9_95_1 e_1_2_9_76_1 e_1_2_9_91_1 Den Hartog D. N. (e_1_2_9_35_1) 2017 Parker S. K. (e_1_2_9_112_1) 2014 e_1_2_9_102_1 e_1_2_9_148_1 e_1_2_9_129_1 e_1_2_9_144_1 Crant J. M. (e_1_2_9_33_1) 2017 e_1_2_9_106_1 e_1_2_9_125_1 e_1_2_9_15_1 e_1_2_9_38_1 e_1_2_9_140_1 e_1_2_9_121_1 e_1_2_9_42_1 e_1_2_9_88_1 e_1_2_9_61_1 e_1_2_9_46_1 e_1_2_9_84_1 e_1_2_9_23_1 e_1_2_9_80_1 e_1_2_9_5_1 e_1_2_9_114_1 e_1_2_9_137_1 e_1_2_9_133_1 e_1_2_9_156_1 e_1_2_9_9_1 e_1_2_9_152_1 e_1_2_9_27_1 e_1_2_9_69_1 e_1_2_9_110_1 e_1_2_9_31_1 e_1_2_9_50_1 e_1_2_9_73_1 e_1_2_9_77_1 e_1_2_9_96_1 e_1_2_9_54_1 e_1_2_9_92_1 e_1_2_9_109_1 Petty R. E. (e_1_2_9_113_1) 1986 e_1_2_9_101_1 e_1_2_9_128_1 e_1_2_9_105_1 e_1_2_9_124_1 e_1_2_9_147_1 e_1_2_9_39_1 e_1_2_9_120_1 e_1_2_9_16_1 e_1_2_9_58_1 e_1_2_9_143_1 Cappelli P. (e_1_2_9_19_1) 1991; 13 e_1_2_9_20_1 e_1_2_9_62_1 e_1_2_9_89_1 e_1_2_9_24_1 e_1_2_9_43_1 e_1_2_9_66_1 e_1_2_9_85_1 e_1_2_9_8_1 e_1_2_9_81_1 e_1_2_9_4_1 Reichers A. E. (e_1_2_9_118_1) 1990 e_1_2_9_117_1 e_1_2_9_155_1 e_1_2_9_136_1 e_1_2_9_151_1 e_1_2_9_28_1 e_1_2_9_47_1 e_1_2_9_132_1 e_1_2_9_74_1 e_1_2_9_51_1 e_1_2_9_78_1 e_1_2_9_13_1 e_1_2_9_32_1 e_1_2_9_55_1 e_1_2_9_97_1 e_1_2_9_93_1 e_1_2_9_108_1 e_1_2_9_70_1 Bindl U. K. (e_1_2_9_10_1) 2017 e_1_2_9_127_1 e_1_2_9_100_1 e_1_2_9_123_1 e_1_2_9_104_1 e_1_2_9_17_1 e_1_2_9_36_1 e_1_2_9_59_1 e_1_2_9_142_1 e_1_2_9_63_1 e_1_2_9_40_1 e_1_2_9_21_1 e_1_2_9_67_1 e_1_2_9_44_1 e_1_2_9_86_1 e_1_2_9_7_1 e_1_2_9_82_1 e_1_2_9_3_1 e_1_2_9_139_1 e_1_2_9_116_1 Strauss K. (e_1_2_9_126_1) 2014 e_1_2_9_135_1 e_1_2_9_25_1 e_1_2_9_131_1 e_1_2_9_154_1 Baer M. (e_1_2_9_6_1) 2002; 50 e_1_2_9_48_1 e_1_2_9_29_1 e_1_2_9_150_1
References_xml	– volume: 13 start-page: 319 year: 2008 end-page: 330 article-title: Perceived organizational support for safety and employee safety voice: The mediating role of coworker support for safety publication-title: Journal of Occupational Health Psychology – volume: 83 start-page: 301 year: 2010 end-page: 324 article-title: Proactively performing teams: The role of work design, transformational leadership, and team composition publication-title: Journal of Occupational and Organizational Psychology – volume: 73 start-page: 265 year: 2000 end-page: 285 article-title: Shopfloor innovation: Facilitating the suggestion and implementation of ideas publication-title: Journal of Occupational and Organizational Psychology – start-page: 193 year: 2017 end-page: 225 – start-page: 387 year: 2017 end-page: 410 – volume: 41 start-page: 1854 year: 2015 end-page: 1872 article-title: Supervisory responsiveness and employee self‐perceived status and voice behavior publication-title: Journal of Management – volume: 43 start-page: 23 year: 1998 end-page: 57 article-title: Out on a limb: The role of context and impression management in selling gender‐equity issues publication-title: Administrative Science Quarterly – volume: 4 start-page: 123 year: 2017 end-page: 152 article-title: Abusive supervision publication-title: Annual Review of Organizational Psychology and Organizational Behavior – volume: 96 start-page: 183 year: 2011 end-page: 191 article-title: Speaking up in groups: A cross‐level study of group voice climate and voice publication-title: Journal of Applied Psychology – volume: 36 start-page: 633 year: 2010 end-page: 662 article-title: Taking stock: Integrating and differentiating multiple proactive behaviors publication-title: Journal of Management – volume: 35 start-page: 464 year: 2014 end-page: 488 article-title: What signals does procedural justice climate convey? The roles of group status, and organizational benevolence and integrity publication-title: Journal of Organizational Behavior – volume: 31 start-page: 853 year: 2014 end-page: 874 article-title: Insiders maintain voice: A psychological safety model of organizational politics publication-title: Asia Pacific Journal of Management – volume: 41 start-page: 1805 year: 2015 end-page: 1826 article-title: Revisiting how and when perceived organizational support enhances taking charge: An inverted U‐shaped perspective publication-title: Journal of Management – volume: 14 start-page: 20 year: 1989 end-page: 39 article-title: Social identity theory and the organization publication-title: Academy of Management Review – volume: 67 start-page: 637 year: 2014 end-page: 666 article-title: When do employees speak up for their customers? A model of voice in a customer service context publication-title: Personnel Psychology – volume: 87 start-page: 645 year: 2014 end-page: 670 article-title: Individual and contextual determinants of innovative work behaviour: Proactive goal generation matters publication-title: Journal of Occupational and Organizational Psychology – volume: 66 start-page: 645 year: 2013 end-page: 685 article-title: Changes in perceived supervisor embeddedness: Effects on employees' embeddedness, organizational trust, and voice behavior publication-title: Personnel Psychology – volume: 65 start-page: 251 year: 2012 end-page: 282 article-title: Ask and you shall hear (but not always): Examinng the relationship between consultation and employee voice publication-title: Personnel Psychology – volume: 13 start-page: 269 year: 2004 end-page: 299 article-title: Twelve steps to heaven: Successfully managing change through developing innovative teams publication-title: European Journal of Work and Organizational Psychology – volume: 50 start-page: 83 year: 2002 end-page: 101 article-title: Innovatuion is not enough: Climates for initiative and psychological safety publication-title: Contemporary Accounting Research – volume: 81 start-page: 36 year: 1996 end-page: 51 article-title: Direct and indirect effects of three core charismatic leadership components on performance and attitudes publication-title: Journal of Applied Psychology – volume: 43 start-page: 1025 year: 2017 end-page: 1049 article-title: The role of leader support in facilitating proactive work behavior: A perspective from attachment theory publication-title: Journal of Management – volume: 95 start-page: 174 year: 2010 end-page: 182 article-title: Leader vision and the development of adaptive and proactive performance: A longitudinal study publication-title: Journal of Applied Psychology – volume: 32 start-page: 671 year: 2015 end-page: 691 article-title: Roles of gender and identification on abusive supervision and proactive behavior publication-title: Asia Pacific Journal of Management – volume: 30 start-page: 657 year: 2015 end-page: 675 article-title: Toward an understanding of when and why servant leadership accounts for employee extra‐role behaviors publication-title: Journal of Business and Psychology – volume: 5 start-page: 21 year: 2018 end-page: 46 article-title: Advances in the treatment of context in organizational research publication-title: Annual Review of Organizational Psychology and Organizational Behavior – volume: 39 start-page: 306 year: 2018 end-page: 325 article-title: Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation publication-title: Journal of Organizational Behavior – volume: 40 start-page: 1511 year: 2014 end-page: 1534 article-title: Need for cognition as an antecedent of individual innovation behavior publication-title: Journal of Management – volume: 26 start-page: 66 year: 2017 end-page: 80 article-title: Why didn't you say something? Effects of after‐event reviews on voice behaviour and hierarchy beliefs in multi‐professional action teams publication-title: European Journal of Work and Organizational Psychology – volume: 97 start-page: 117 year: 2005 end-page: 134 article-title: Ethical leadership: A social learning perspective for construct development and testing publication-title: Organizational Behavior and Human Decision Processes – volume: 100 start-page: 976 year: 2015 end-page: 989 article-title: How and when peers' positive mood influences employees' voice publication-title: Journal of Applied Psychology – volume: 34 start-page: 410 year: 2008 end-page: 476 article-title: Team effectiveness 1997‐2007: A review of recent advancements and a glimpse into the future publication-title: Journal of Management – volume: 35 start-page: 234 year: 2014 end-page: 256 article-title: The role of weekly high‐activated positive mood, context, and personality in innovative work behavior: A multilevel and interactional model publication-title: Journal of Organizational Behavior – volume: 93 start-page: 1082 year: 2008 end-page: 1103 article-title: Do peers make the place? conceptual synthesis and meta‐analysis of coworker effects on perceptions, attitudes, OCBs, and performance publication-title: Journal of Applied Psychology – volume: 93 start-page: 1195 year: 2008 end-page: 1207 article-title: In‐role perceptions buffer the negative impact of low LMX on helping and enhance the positive impact of high LMX on voice publication-title: Journal of Applied Psychology – volume: 93 start-page: 912 year: 2008 end-page: 922 article-title: Quitting before leaving: The mediating effects of psychological attachment and detachment on voice publication-title: Journal of Applied Psychology – volume: 50 start-page: 715 year: 2007 end-page: 729 article-title: Individual‐level cultural values as moderators of perceived organizational support‐employee outcomes relationships: Comparing the effects of power distance and traditionality publication-title: Academy of Management Journal – volume: 55 start-page: 1146 year: 2012 end-page: 1168 article-title: The way you make me feel and behave: Supervisor‐triggered newcomer affect and approach‐avoidance behavior publication-title: Academy of Management Journal – volume: 44 start-page: 946 year: 2018 end-page: 971 article-title: What is wrong with treating followers differently? the basis of leader‐member exchange differentiation matters publication-title: Journal of Management – volume: 50 start-page: 327 year: 2007 end-page: 347 article-title: A new model of work role performance: Positive behavior in uncertain and interdependent contexts publication-title: Academy of Management Journal – volume: 27 start-page: 753 year: 1996 end-page: 779 article-title: Culture and congruence: The fit between management practices and national culture publication-title: Journal of International Business Studies – volume: 34 start-page: 641 year: 2008 end-page: 720 article-title: Scholarly influence in the field of management: A bibliometric analysis of the determinants of university and author impact in the management literature in the past quarter century publication-title: Journal of Management – volume: 99 start-page: 1074 year: 2014 end-page: 1095 article-title: Beyond the individual victim: Multilevel consequences of abusive supervision in teams publication-title: Journal of Applied Psychology – volume: 22 start-page: 787 year: 2011 end-page: 798 article-title: Leader trust and employee voice: The moderating role of empowering leader behaviors publication-title: Leadership Quarterly – year: 1964 – volume: 60 start-page: 238 year: 2017 end-page: 263 article-title: Why and when leaders' affective states influence employee upward voice publication-title: Academy of Management Journal – volume: 14 start-page: 105 year: 2018 end-page: 133 article-title: Self‐sacrificial leadership and followers' affiliative and challenging citizenship behaviors: A relational self‐concept based study in China publication-title: Management and Organization Review – volume: 100 start-page: 1641 year: 2015 end-page: 1652 article-title: I will speak up if my voice is socially desirable: A moderated mediating process of promotive versus prohibitive voice publication-title: Journal of Applied Psychology – volume: 16 start-page: 250 year: 1976 end-page: 279 article-title: Motivation through the design of work: Test of a theory publication-title: Organizational Behavior and Human Performance – volume: 94 start-page: 1275 year: 2009 end-page: 1286 article-title: Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety publication-title: Journal of Applied Psychology – volume: 37 start-page: 213 year: 2016 end-page: 235 article-title: A process model of employee engagement: The learning climate and its relationship with extra‐role performance behaviors publication-title: Journal of Organizational Behavior – volume: 91 start-page: 636 year: 2006 end-page: 652 article-title: Modeling the antecedents of proactive behavior at work publication-title: Journal of Applied Psychology – volume: 40 start-page: 1537 year: 2003 end-page: 1562 article-title: Breaking the silence: The moderating effects of self‐monitoring in predicting speaking up in the workplace publication-title: Journal of Management Studies – volume: 92 start-page: 1200 year: 2007 end-page: 1211 article-title: Disentangling role perceptions: How perceived role breadth, discretion, instrumentality, and efficacy relate to helping and taking charge publication-title: Journal of Applied Psychology – volume: 65 start-page: 283 year: 2012 end-page: 323 article-title: Applying uncertainty management theory to employee voice behavior: An integrative investigation publication-title: Personnel Psychology – volume: 28 start-page: 467 year: 2007 end-page: 484 article-title: Change‐oriented organizational citizenship behavior: Effects of work environment characteristics and intervening psychological processes publication-title: Journal of Organizational Behavior – volume: 31 start-page: 399 year: 2016 end-page: 414 article-title: Fostering Change‐Oriented Behaviors: A Broaden‐and‐Build Model publication-title: Journal of Business and Psychology – volume: 26 start-page: 25 year: 2015 end-page: 36 article-title: Paternalistic leadership and employee voice in China: A dual process model publication-title: Leadership Quarterly – volume: 116 start-page: 441 year: 2013 end-page: 455 article-title: How ethical leadership influence employees' innovative work behavior: A perspective of intrinsic motivation publication-title: Journal of Business Ethics – volume: 97 start-page: 194 year: 2012 end-page: 202 article-title: When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self‐efficacy publication-title: Journal of Applied Psychology – start-page: 434 year: 2017 end-page: 468 – volume: 91 start-page: 27 year: 1982 end-page: 54 article-title: Recipient reactions to aid publication-title: Psychological Bulletin – start-page: 107 year: 2013 end-page: 136 – volume: 101 start-page: 687 year: 2016 end-page: 701 article-title: What it takes to get proactive: An integrative multilevel model of the antecedents of personal initiative publication-title: Journal of Applied Psychology – start-page: 1 year: 1986 end-page: 24 – volume: 18 start-page: 347 year: 2009 end-page: 377 article-title: Group initiative and self‐organizational activities in industrial work groups publication-title: European Journal of Work and Organizational Psychology – volume: 97 start-page: 651 year: 2012 end-page: 667 article-title: Doing the right thing without being told: Joint effects of initiative climate and general self‐efficacy on employee proactive customer service performance publication-title: Journal of Applied Psychology – volume: 22 start-page: 165 year: 2013 end-page: 181 article-title: Ethical leadership and followers' helping and initiative: The role of demonstrated responsibility and job autonomy publication-title: European Journal of Work and Organizational Psychology – volume: 44 start-page: 195 year: 1993 end-page: 229 article-title: Organizational behaviour: Linking individuals and groups to organizational context publication-title: Annual Review of Psychology – start-page: 380 year: 2014 end-page: 403 – start-page: 226 year: 2017 end-page: 257 – volume: 92 start-page: 331 year: 2007 end-page: 346 article-title: A multilevel study of leadership, empowerment, and performance in teams publication-title: Journal of Applied Psychology – start-page: 530 year: 2017 end-page: 558 – volume: 32 start-page: 645 year: 2015 end-page: 670 article-title: When and why empowering leadership increases followers' taking charge: A multilevel examination in China publication-title: Asia Pacific Journal of Management – volume: 43 start-page: 591 year: 2012 end-page: 613 article-title: Leader openness, nationality dissimilarity, and voice in multinational management teams publication-title: Journal of International Business Studies – volume: 26 start-page: 828 year: 2017 end-page: 843 article-title: Keeping up day‐specific effects of transformational leadership: the role of followers' emotion regulation publication-title: European Journal of Work and Organizational Psychology – volume: 101 start-page: 362 year: 2016 end-page: 378 article-title: Why and when workplace ostracism inhibits organizational citizenship behaviors: An organizational identification perspective publication-title: Journal of Applied Psychology – volume: 42 start-page: 45 year: 2010 end-page: 96 article-title: An interpersonal approach to emotion in social decision making publication-title: Advances in Experimental Social Psychology – volume: 101 start-page: 1498 year: 2016 end-page: 1511 article-title: When do high‐context communicators speak up? Exploring contextual communication orientation and employee voice publication-title: Journal of Applied Psychology – start-page: 559 year: 2017 end-page: 584 – volume: 23 start-page: 263 year: 2014 end-page: 276 article-title: The roles of leader emotion management and team conflict for team members' personal initiative: A multilevel perspective publication-title: European Journal of Work and Organizational Psychology – volume: 20 start-page: 279 year: 2009 end-page: 291 article-title: Proactivity directed toward the team and organization: The role of leadership, commitment and role‐breadth self‐efficacy publication-title: British Journal of Management – start-page: 3 year: 2000 end-page: 90 – volume: 26 start-page: 37 year: 2015 end-page: 54 article-title: Putting non‐work ties to work: The case of guanxi in supervisor‐subordinate relationships publication-title: Leadership Quarterly – volume: 98 start-page: 1018 year: 2013 end-page: 1027 article-title: Teams as innovative systems: Multilevel motivational antecedents of innovation in R&D teams publication-title: Journal of Applied Psychology – volume: 78 start-page: 290 year: 2011 end-page: 304 article-title: Subjective relational experiences and employee innovative behaviors in the workplace publication-title: Journal of Vocational Behavior – volume: 42 start-page: 190 year: 2017 end-page: 206 article-title: Moving beyond fight and flight: A contingent model of how the emotional regulation of anger and fear sparks proactivity publication-title: Academy of Management Review – volume: 26 start-page: 250 year: 2017 end-page: 262 article-title: Better understanding the perceptions of organizational politics: its impact under different types of work unit structure publication-title: European Journal of Work and Organizational Psychology – volume: 44 start-page: 513 year: 1989 end-page: 524 article-title: Conservation of resources: A new attempt at conceptualizing stress publication-title: American Psychologist – volume: 31 start-page: 386 year: 2006 end-page: 408 article-title: The essential impact of content on organizational behavior publication-title: Academy of Management Review – volume: 135 start-page: 10 year: 2016 end-page: 21 article-title: Overcoming the fear factor: How perceptions of supervisor openness lead employees to speak up when fearing external threat publication-title: Organizational Behavior and Human Decision Processes – volume: 23 start-page: 224 year: 1978 article-title: A social information processing approach to job attitudes and task design publication-title: Administrative Science Quarterly – volume: 3 start-page: 317 year: 2009 end-page: 375 article-title: Redesigning work design theories: The rise of relational and proactive perspectives publication-title: The Academy of Management Annals – volume: 56 start-page: 867 year: 2013 end-page: 892 article-title: Making the most of structural support: Moderating influence of employees' clarity and negative affect publication-title: Academy of Management Journal – volume: 56 start-page: 1372 year: 2013 end-page: 1395 article-title: Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity publication-title: Academy of Management Journal – start-page: 5 year: 1990 end-page: 39 – volume: 37 start-page: 168 year: 2016 end-page: 192 article-title: Supervisor monitoring and subordinate innovation publication-title: Journal of Organizational Behavior – volume: 42 start-page: 58 year: 1999 end-page: 74 article-title: Beyond self‐management: Antecedents and consequences of team empowerment publication-title: Academy of Management Journal – volume: 66 start-page: 225 year: 2013 end-page: 260 article-title: Spotlight on the followers: An examination of moderators of relationships between transformational leadership and subordinates' citizenship and taking charge publication-title: Personnel Psychology – volume: 57 start-page: 1013 year: 2014 end-page: 1034 article-title: Managing to stay in the dark: Managerial self‐efficacy, ego defensiveness, and the aversion to employee voice publication-title: Academy of Management Journal – volume: 37 start-page: 580 year: 1994 end-page: 607 article-title: Determinants of innovative behavior: A path model of individual innovation in the workplace publication-title: Academy of Management Journal – volume: 96 start-page: 541 year: 2011 end-page: 557 article-title: Motivating and demotivating forces in teams: Cross‐level influences of empowering leadership and relationship conflict publication-title: Journal of Applied Psychology – volume: 87 start-page: 549 year: 2002 end-page: 556 article-title: The role of different levels of leadership in predicting self‐and collective efficacy: Evidence for discontinuity publication-title: Journal of Applied Psychology – volume: 27 start-page: 223 year: 2006 end-page: 267 article-title: Toward a systems theory of motivated behavior in work teams publication-title: Research in Organizational Behavior – volume: 98 start-page: 841 year: 2013 end-page: 851 article-title: The relational antecedents of voice targeted at different leaders publication-title: Journal of Applied Psychology – volume: 88 start-page: 500 year: 2003 end-page: 517 article-title: A personality trait‐based interactionist model of job performance publication-title: Journal of Applied Psychology – volume: 66 start-page: 2147 year: 2013 end-page: 2152 article-title: Transformational leadership as an antecedent of change‐oriented organizational citizenship behavior publication-title: Journal of Business Research – volume: 42 start-page: 982 year: 2016 end-page: 1004 article-title: A multilevel model of employee innovation publication-title: Journal of Management – volume: 148 start-page: 801 year: 2018 end-page: 815 article-title: The effect of workplace negative gossip on employee proactive behavior in china: The moderating role of traditionality publication-title: Journal of Business Ethics – volume: 50 start-page: 226 year: 2007 end-page: 238 article-title: Delegation and employee work outcomes: an examination of the cultural context of mediating processes in China publication-title: Academy of Management Journal – volume: 26 start-page: 434 year: 2017 end-page: 443 article-title: Linking leader authentic personality to employee voice behaviour: a multilevel mediation model of authentic leadership development publication-title: European Journal of Work and Organizational Psychology – volume: 38 start-page: 291 year: 2013 end-page: 333 article-title: Employees' social context and change‐oriented citizenship: A meta‐analysis of leader, coworker, and organizational influences publication-title: Group and Organization Management – volume: 84 start-page: 153 year: 2011 end-page: 172 article-title: Understanding transformational leadership‐employee performance links: The role of relational identification and self‐efficacy publication-title: Journal of Occupational and Organizational Psychology – volume: 33 start-page: 216 year: 2012 end-page: 234 article-title: Employee voice behavior: A meta‐analytic test of the conservation of resources framework publication-title: Journal of Organizational Behavior – volume: 44 start-page: 737 year: 2001 end-page: 754 article-title: Gainsharing and organizational learning: An analysis of employee suggestions over time publication-title: Academy of Management Journal – volume: 38 start-page: 650 year: 2017 end-page: 670 article-title: Transformational leadership and employee voice behavior: A Pygmalion mechanism publication-title: Journal of Organizational Behavior – volume: 88 start-page: 104 year: 2015 end-page: 120 article-title: Change‐oriented behavior: A meta‐analysis of individual and job design predictors publication-title: Journal of Vocational Behavior – volume: 31 start-page: 628 year: 2016 end-page: 642 article-title: Interactive effects of multiple organizational climates on employee innovative behavior in entrepreneurial firms: A cross‐level investigation publication-title: Journal of Business Venturing – volume: 25 start-page: 398 year: 2016 end-page: 411 article-title: The relationship between perceived organizational support and proactive behaviour directed towards the organization publication-title: European Journal of Work and Organizational Psychology – volume: 50 start-page: 869 year: 2007 end-page: 884 article-title: Leadership behavior and employee voice: Is the door really open? publication-title: Academy of Management Journal – volume: 71 start-page: 181 year: 2018 end-page: 200 article-title: The experience of being envied at work: How being envied shapes employee feelings and motivation publication-title: Personnel Psychology – volume: 103 start-page: 41 year: 2017 end-page: 51 article-title: Thriving when exhausted: The role of perceived transformational leadership publication-title: Journal of Vocational Behavior – volume: 53 start-page: 323 year: 2010 end-page: 342 article-title: Innovative behavior in the workplace: The role of performance and image outcome expectations publication-title: Academy of Management Journal – volume: 25 start-page: 583 year: 2016 end-page: 596 article-title: The influence of friendship and communication network density on individual innovative behaviours: a multilevel study publication-title: European Journal of Work and Organizational Psychology – volume: 41 start-page: 841 year: 2015 end-page: 863 article-title: Voice climate, supervisor undermining, and work outcomes: A group‐level examination publication-title: Journal of Management – volume: 51 start-page: 839 year: 2008 end-page: 846 article-title: From the editors beyond contextualization: Using context theories to narrow the micro–macro gap in management research publication-title: Academy of Management Journal – volume: 75 start-page: 5 year: 1998 end-page: 18 article-title: The role of feasibility and desirability considerations in near and distant future decisions: A test of temporal construal theory publication-title: Journal of Personality and Social Psychology – volume: 151 start-page: 799 year: 2018 end-page: 811 article-title: Who suffers when supervisors are unhappy? the roles of leader‐member exchange and abusive supervision publication-title: Journal of Business Ethics – volume: 36 start-page: 827 year: 2010 end-page: 856 article-title: Making things happen: A model of proactive motivation publication-title: Journal of Management – volume: 69 start-page: 123 year: 2016 end-page: 158 article-title: When does supervisor support encourage innovative behavior? opposite moderating effects of general self‐efficacy and internal locus of control publication-title: Personnel Psychology – volume: 42 start-page: 403 year: 1999 end-page: 419 article-title: Taking charge at work: Extrarole effort publication-title: Academy of Management Journal – volume: 28 start-page: 159 year: 2013 end-page: 174 article-title: Shared leadership and innovation: The role of vertical leadership and employee integrity publication-title: Journal of Business and Psychology – volume: 89 start-page: 588 year: 2016 end-page: 610 article-title: Transformational leadership and proactive work behaviour: A moderated mediation model including work engagement and job strain publication-title: Journal of Occupational and Organizational Psychology – volume: 20 start-page: 60 year: 2011 end-page: 67 article-title: Understanding active psychological states: Embedding engagement in a wider nomological net and closer attention to performance publication-title: European Journal of Work and Organizational Psychology – volume: 71 start-page: 1508 year: 2018 end-page: 1534 article-title: A trickle‐down model of task and development i‐deals publication-title: Human Relations – volume: 136 start-page: 119 year: 2016 end-page: 134 article-title: Social‐cognitive, relational, and identity‐based approaches to leadership publication-title: Organizational Behavior and Human Decision Processes – volume: 103 start-page: 724 year: 2018 end-page: 737 article-title: Proactivity despite discouraging supervisors: The powerful role of prosocial motivation publication-title: Journal of Applied Psychology – volume: 21 start-page: 189 year: 2010 end-page: 202 article-title: I warn you because I like you: Voice behavior, employee identifications, and transformational leadership publication-title: Leadership Quarterly – volume: 26 start-page: 702 year: 2015 end-page: 718 article-title: Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs publication-title: Leadership Quarterly – volume: 97 start-page: 134 year: 2012 end-page: 150 article-title: Fuel of the self‐starter: How mood relates to proactive goal regulation publication-title: Journal of Applied Psychology – volume: 51 start-page: 238 year: 2017 end-page: 256 article-title: Customer power and frontline employee voice behavior: Mediating roles of psychological empowerment publication-title: European Journal of Marketing – volume: 26 start-page: 435 year: 2000 end-page: 462 article-title: Proactive behavior in organizations publication-title: Journal of Management – volume: 33 start-page: 345 year: 2018 end-page: 364 article-title: Leader arrogance and subordinate outcomes: the role of feedback processes publication-title: Journal of Business and Psychology – volume: 34 start-page: 560 year: 2013 end-page: 580 article-title: Proactive and reactive helping: Contrasting the positive consequences of different forms of helping publication-title: Journal of Organizational Behavior – volume: 23 start-page: 930 year: 2014 end-page: 945 article-title: Speaking up in ad hoc multiteam systems: Individual‐level effects of psychological safety, status, and leadership within and across teams publication-title: European Journal of Work and Organizational Psychology – volume: 27 start-page: 1 year: 2016 end-page: 13 article-title: The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination publication-title: Leadership Quarterly – volume: 63 start-page: 1743 year: 2010 end-page: 1770 article-title: Differential effects of empowering leadership on in‐role and extra‐role employee behaviors: Exploring the role of psychological empowerment and power values publication-title: Human Relations – volume: 13 start-page: 55 year: 1991 end-page: 110 article-title: The missing role of context in OB: The need for a meso‐level approach publication-title: Research in Organizational Behavior – start-page: 50 year: 2014 end-page: 71 – volume: 83 start-page: 475 year: 2010 end-page: 498 article-title: Pro‐self, prosocial, and pro‐organizational foci of proactive behaviour: Differential antecedents and consequences publication-title: Journal of Occupational and Organizational Psychology – volume: 84 start-page: 741 year: 2011 end-page: 758 article-title: Curvilinear relationships between role stress and innovative performance: Moderating effects of perceived support for innovation publication-title: Journal of Occupational and Organizational Psychology – volume: 95 start-page: 582 year: 2010 end-page: 591 article-title: When and why do central employees speak up? an examination of mediating and moderating variables publication-title: Journal of Applied Psychology – volume: 56 start-page: 218 year: 2001 end-page: 226 article-title: The role of positive emotions in positive psychology: The broaden‐and‐build theory of positive emotions publication-title: American Psychologist – volume: 86 start-page: 42 year: 2001 end-page: 51 article-title: Reciprocation of perceived organizational support publication-title: Journal of Applied Psychology – volume: 102 start-page: 1590 year: 2017 end-page: 1599 article-title: How do leaders react when treated unfairly? Leader narcissism and self‐interested behavior in response to unfair treatment publication-title: Journal of Applied Psychology – start-page: 387 volume-title: Proactivity at Work year: 2017 ident: e_1_2_9_103_1 – ident: e_1_2_9_109_1 doi: 10.1080/1359432X.2010.532869 – ident: e_1_2_9_130_1 doi: 10.1037/0021-9010.88.3.500 – ident: e_1_2_9_30_1 doi: 10.1177/1059601113476736 – ident: e_1_2_9_95_1 doi: 10.2307/257011 – ident: e_1_2_9_107_1 doi: 10.1177/0149206310363732 – ident: e_1_2_9_38_1 doi: 10.1002/job.2157 – ident: e_1_2_9_44_1 doi: 10.5465/amj.2012.0393 – ident: e_1_2_9_106_1 doi: 10.1007/s10869-014-9388-z – ident: e_1_2_9_32_1 doi: 10.1177/014920630002600304 – ident: e_1_2_9_119_1 doi: 10.1177/0018726717751613 – ident: e_1_2_9_127_1 doi: 10.1111/j.1744-6570.2012.01247.x – ident: e_1_2_9_14_1 doi: 10.1080/13594320801960482 – ident: e_1_2_9_17_1 doi: 10.1037/0021-9010.93.4.912 – ident: e_1_2_9_92_1 doi: 10.1177/0149206308316061 – volume: 50 start-page: 83 year: 2002 ident: e_1_2_9_6_1 article-title: Innovatuion is not enough: Climates for initiative and psychological safety publication-title: Contemporary Accounting Research – ident: e_1_2_9_64_1 doi: 10.1037/0021-9010.81.1.36 – start-page: 1 volume-title: Communication and persuasion year: 1986 ident: e_1_2_9_113_1 doi: 10.1007/978-1-4612-4964-1 – ident: e_1_2_9_18_1 doi: 10.1080/1359432X.2015.1092960 – ident: e_1_2_9_11_1 doi: 10.1037/a0024368 – ident: e_1_2_9_54_1 doi: 10.1017/mor.2017.9 – ident: e_1_2_9_86_1 doi: 10.1016/j.leaqua.2009.10.014 – ident: e_1_2_9_46_1 doi: 10.1177/0149206311434533 – ident: e_1_2_9_58_1 doi: 10.1177/0149206312471386 – ident: e_1_2_9_15_1 doi: 10.1016/j.obhdp.2005.03.002 – ident: e_1_2_9_45_1 doi: 10.1037/0033-2909.91.1.27 – ident: e_1_2_9_28_1 doi: 10.5465/amj.2007.24162389 – ident: e_1_2_9_148_1 doi: 10.1177/0149206314544745 – ident: e_1_2_9_43_1 doi: 10.1057/9781137280640_6 – ident: e_1_2_9_139_1 doi: 10.1348/096317910X485818 – ident: e_1_2_9_47_1 doi: 10.1037/0003-066X.56.3.218 – start-page: 530 volume-title: Proactivity at work year: 2017 ident: e_1_2_9_53_1 – start-page: 226 volume-title: Proactivity at work year: 2017 ident: e_1_2_9_146_1 – ident: e_1_2_9_111_1 doi: 10.1037/0021-9010.91.3.636 – ident: e_1_2_9_129_1 doi: 10.1146/annurev-orgpsych-041015-062539 – ident: e_1_2_9_85_1 doi: 10.1037/a0032913 – ident: e_1_2_9_98_1 doi: 10.1057/palgrave.jibs.8490152 – ident: e_1_2_9_97_1 doi: 10.1146/annurev.ps.44.020193.001211 – ident: e_1_2_9_31_1 doi: 10.1002/job.433 – start-page: 193 volume-title: Proactivity at work year: 2017 ident: e_1_2_9_33_1 – ident: e_1_2_9_75_1 doi: 10.1111/peps.12014 – ident: e_1_2_9_122_1 doi: 10.1080/1359432X.2012.728700 – ident: e_1_2_9_26_1 doi: 10.1111/peps.12104 – ident: e_1_2_9_133_1 doi: 10.1037/1076-8998.13.4.319 – ident: e_1_2_9_142_1 doi: 10.1037/a0039046 – ident: e_1_2_9_24_1 doi: 10.1037/0021-9010.92.2.331 – ident: e_1_2_9_63_1 doi: 10.5465/256874 – ident: e_1_2_9_132_1 doi: 10.1007/s10551-012-1509-x – ident: e_1_2_9_147_1 doi: 10.1037/apl0000063 – ident: e_1_2_9_61_1 doi: 10.1080/1359432X.2011.640773 – ident: e_1_2_9_143_1 doi: 10.1080/1359432X.2016.1208652 – ident: e_1_2_9_69_1 doi: 10.5465/amr.2014.0368 – ident: e_1_2_9_84_1 doi: 10.1037/a0038066 – ident: e_1_2_9_55_1 doi: 10.1037/0003-066X.44.3.513 – ident: e_1_2_9_5_1 doi: 10.1348/096317900167029 – ident: e_1_2_9_66_1 doi: 10.1080/1359432X.2017.1379993 – start-page: 5 volume-title: Organizational climate and culture year: 1990 ident: e_1_2_9_118_1 – ident: e_1_2_9_124_1 doi: 10.1002/job.1848 – ident: e_1_2_9_138_1 doi: 10.1177/0149206313506462 – ident: e_1_2_9_62_1 doi: 10.1016/j.jbusvent.2016.08.002 – ident: e_1_2_9_20_1 doi: 10.1016/j.leaqua.2015.10.007 – ident: e_1_2_9_87_1 doi: 10.1016/j.jbusres.2013.02.041 – start-page: 559 volume-title: Proactivity at work year: 2017 ident: e_1_2_9_10_1 – ident: e_1_2_9_121_1 doi: 10.1111/joop.12143 – ident: e_1_2_9_102_1 doi: 10.5465/amj.2010.0133 – ident: e_1_2_9_50_1 doi: 10.5465/amj.2007.24634438 – ident: e_1_2_9_88_1 doi: 10.1016/j.obhdp.2016.03.001 – ident: e_1_2_9_93_1 doi: 10.1037/0021-9010.92.5.1200 – ident: e_1_2_9_153_1 doi: 10.5465/amj.2010.49388995 – ident: e_1_2_9_131_1 doi: 10.1057/jibs.2012.15 – ident: e_1_2_9_60_1 doi: 10.1146/annurev-orgpsych-032117-104406 – ident: e_1_2_9_116_1 doi: 10.1037/a0026736 – volume-title: Exchange and power in social life year: 1964 ident: e_1_2_9_12_1 – ident: e_1_2_9_40_1 doi: 10.1002/job.2037 – ident: e_1_2_9_137_1 doi: 10.1016/j.jvb.2010.09.005 – ident: e_1_2_9_49_1 doi: 10.5465/19416520903047327 – ident: e_1_2_9_68_1 doi: 10.1016/j.obhdp.2016.05.001 – ident: e_1_2_9_123_1 doi: 10.2307/256701 – volume: 13 start-page: 55 year: 1991 ident: e_1_2_9_19_1 article-title: The missing role of context in OB: The need for a meso‐level approach publication-title: Research in Organizational Behavior – ident: e_1_2_9_79_1 doi: 10.1037/0022-3514.75.1.5 – ident: e_1_2_9_25_1 doi: 10.1037/a0021886 – ident: e_1_2_9_82_1 doi: 10.1037/apl0000237 – ident: e_1_2_9_90_1 doi: 10.1016/j.jvb.2015.02.006 – ident: e_1_2_9_9_1 doi: 10.1080/1359432X.2013.808398 – ident: e_1_2_9_80_1 doi: 10.1007/s10869-015-9417-6 – ident: e_1_2_9_70_1 doi: 10.1037/apl0000301 – ident: e_1_2_9_77_1 doi: 10.1080/1359432X.2017.1293656 – ident: e_1_2_9_3_1 doi: 10.2307/2393590 – start-page: 3 volume-title: Multilevel theory, research and methods in organizations: Foundations, extensions, and new directions year: 2000 ident: e_1_2_9_65_1 – ident: e_1_2_9_22_1 doi: 10.1037/a0032663 – ident: e_1_2_9_125_1 doi: 10.1111/j.1467-8551.2008.00590.x – ident: e_1_2_9_4_1 doi: 10.2307/258189 – ident: e_1_2_9_57_1 doi: 10.1037/apl0000064 – ident: e_1_2_9_117_1 doi: 10.1177/0018726710365092 – ident: e_1_2_9_120_1 doi: 10.2307/2392563 – ident: e_1_2_9_154_1 doi: 10.1016/j.leaqua.2014.04.008 – ident: e_1_2_9_56_1 doi: 10.1007/s10869-012-9273-6 – ident: e_1_2_9_89_1 doi: 10.1002/job.1867 – ident: e_1_2_9_67_1 doi: 10.1111/peps.12050 – ident: e_1_2_9_2_1 doi: 10.2307/3069413 – ident: e_1_2_9_144_1 doi: 10.1080/13594320444000092 – ident: e_1_2_9_7_1 doi: 10.5465/AMJ.2008.34789630 – ident: e_1_2_9_13_1 doi: 10.1007/s10869-017-9501-1 – ident: e_1_2_9_145_1 doi: 10.1348/096317910X502494 – ident: e_1_2_9_37_1 doi: 10.1080/1359432X.2016.1179285 – ident: e_1_2_9_71_1 doi: 10.1002/job.2220 – ident: e_1_2_9_91_1 doi: 10.5465/amj.2011.0113 – ident: e_1_2_9_16_1 doi: 10.1177/0149206313493324 – ident: e_1_2_9_59_1 doi: 10.5465/amr.2006.20208687 – ident: e_1_2_9_151_1 doi: 10.1080/1359432X.2016.1251417 – ident: e_1_2_9_140_1 doi: 10.1037/a0015848 – ident: e_1_2_9_141_1 doi: 10.1037/apl0000144 – ident: e_1_2_9_39_1 doi: 10.1037/0021-9010.86.1.42 – ident: e_1_2_9_96_1 doi: 10.1037/a0020744 – ident: e_1_2_9_114_1 doi: 10.1177/0149206308319533 – ident: e_1_2_9_115_1 doi: 10.1111/1467-6486.00390 – start-page: 50 volume-title: The Oxford handbook of work engagement, motivation, and self‐determination theory year: 2014 ident: e_1_2_9_126_1 – ident: e_1_2_9_134_1 doi: 10.1037/0021-9010.93.6.1195 – ident: e_1_2_9_135_1 doi: 10.1016/S0065-2601(10)42002-X – ident: e_1_2_9_27_1 doi: 10.1177/0149206315598372 – ident: e_1_2_9_51_1 doi: 10.1037/a0017263 – ident: e_1_2_9_108_1 doi: 10.1177/0149206308321554 – ident: e_1_2_9_73_1 doi: 10.1348/096317910X520421 – ident: e_1_2_9_29_1 doi: 10.1037/0021-9010.93.5.1082 – ident: e_1_2_9_48_1 doi: 10.1016/j.leaqua.2011.05.015 – ident: e_1_2_9_76_1 doi: 10.1007/s10490-015-9424-1 – ident: e_1_2_9_99_1 doi: 10.1002/job.754 – ident: e_1_2_9_110_1 doi: 10.5465/amj.2010.0927 – ident: e_1_2_9_155_1 doi: 10.1016/j.leaqua.2014.01.002 – ident: e_1_2_9_78_1 doi: 10.1002/job.2035 – ident: e_1_2_9_136_1 doi: 10.1037/a0018315 – ident: e_1_2_9_152_1 doi: 10.1108/EJM-07-2015-0477 – ident: e_1_2_9_100_1 doi: 10.1111/peps.12025 – ident: e_1_2_9_23_1 doi: 10.1016/S0191-3085(06)27006-0 – ident: e_1_2_9_149_1 doi: 10.1177/0149206311429862 – ident: e_1_2_9_156_1 doi: 10.1016/j.leaqua.2015.01.004 – ident: e_1_2_9_36_1 doi: 10.5465/amj.2007.26279183 – ident: e_1_2_9_105_1 doi: 10.1007/s10551-016-3247-y – ident: e_1_2_9_41_1 doi: 10.1037/a0037636 – ident: e_1_2_9_94_1 doi: 10.1111/joop.12066 – ident: e_1_2_9_42_1 doi: 10.5465/amj.2007.25530866 – ident: e_1_2_9_104_1 doi: 10.1007/s10490-015-9410-7 – ident: e_1_2_9_74_1 doi: 10.1007/s10490-013-9371-7 – ident: e_1_2_9_101_1 doi: 10.1016/j.jvb.2017.07.012 – ident: e_1_2_9_128_1 doi: 10.1111/j.1744-6570.2012.01248.x – ident: e_1_2_9_52_1 doi: 10.1016/0030-5073(76)90016-7 – ident: e_1_2_9_81_1 doi: 10.1002/job.1899 – start-page: 380 volume-title: The Oxford handbook of leadership and organizations year: 2014 ident: e_1_2_9_112_1 – ident: e_1_2_9_21_1 doi: 10.1037/0021-9010.87.3.549 – ident: e_1_2_9_34_1 doi: 10.1037/a0024903 – ident: e_1_2_9_8_1 doi: 10.1348/096317909X439208 – start-page: 434 volume-title: Proactivity at work year: 2017 ident: e_1_2_9_35_1 – ident: e_1_2_9_83_1 doi: 10.5465/amj.2013.1082 – ident: e_1_2_9_72_1 doi: 10.1111/peps.12251 – ident: e_1_2_9_150_1 doi: 10.1007/s10551-015-3006-5
SSID	ssj0005496
Score	2.6095054
SecondaryResourceType	review_article
Snippet	The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable... Summary The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received...
SourceID	proquest crossref wiley jstor
SourceType	Aggregation Database Enrichment Source Index Database Publisher
StartPage	209
SubjectTerms	Behavior Employees Leadership multilevel Organizational behavior Organizational change Organizational support proactive behavior proactive motivation model Proactivity social context Social environment Social factors Synthesis Teams THE JOB ANNUAL REVIEW Work environment
Title	How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis
URI	https://www.jstor.org/stable/26610820 https://onlinelibrary.wiley.com/doi/abs/10.1002%2Fjob.2347 https://www.proquest.com/docview/2183407912
Volume	40
WOSCitedRecordID	wos000459167500006&url=https%3A%2F%2Fcvtisr.summon.serialssolutions.com%2F%23%21%2Fsearch%3Fho%3Df%26include.ft.matches%3Dt%26l%3Dnull%26q%3D
hasFullText	1
inHoldings	1
isFullTextHit
isPrint
journalDatabaseRights	– providerCode: PRVWIB databaseName: Wiley Online Library Full Collection 2020 customDbUrl: eissn: 1099-1379 dateEnd: 99991231 omitProxy: false ssIdentifier: ssj0005496 issn: 0894-3796 databaseCode: DRFUL dateStart: 19960101 isFulltext: true titleUrlDefault: https://onlinelibrary.wiley.com providerName: Wiley-Blackwell
link	http://cvtisr.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwpV1JS8QwFH7oKOrFXRw3IoieqjZJm-QkboOIqIiKt9JsoAwdmY6K_94kbUcFBcFLN15DyVvyJf3eC8CWm_VY6-w2ykXCIiq4jmTsDjbB0iTEGhLY7vcX7PKSPzyI65pV6XNhqvoQwwU37xkhXnsHz2W591k09KkndzGhbBTGsDPbpAVjJzedu4tPggcNu3Ptc0GdG4m0KT27j_ead78NRhUf8RvS_IpXw4DTmfnPp87CdA0z0WFlF3MwYop5mGhY7vMw2SQku-upYRB8XwB51ntDumdK5JAhqlbUkeezuyCO7IvphuchD8sHSmRdyDxAhygQE7uegYSqbBiUFxp9SZNE5XvhbsvHchHuOqe3x2dRvQ9DpNzwzqJE-jpuisgc56nlWjFDeWIoySkzjAmhDU1Trqji0iE2pjDRPDVW-OlWmguyBK2iV5hlQDHVcayJxUxImiaCU60Mj_3fRsOJNG3YaRSSqbpIud8ro5tV5ZVx5voy833Zhs2h5HNVmOMHmaWg06GARyMe87RhrVFyVvtsmXmw6Ka3IsZt2A7q_LXh7PzqyJ9X_iq4ClMOaYmK7r0GrUH_xazDuHodPJb9jdpyPwDRh_CB
linkProvider	Wiley-Blackwell
linkToHtml	http://cvtisr.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwpV1ZS-wwFD64ob64i-MaQa5PVdukTYIP4jaMOs4VUfGtNBsoQ0esC_57k7QdFRQEX7pxGkrOki_pd04ANuysxxhrt0HGYxoQzlQgQnswcSR0jI3Gnu1-06adDru95RcDsFvnwpT1IfoLbs4zfLx2Du4WpLc_qobe98RWhAkdhGFircia9_DRZfO6_cHwIH57rh3GifUjntS1Z3ei7frdL6NRSUj8AjU_A1Y_4jQn__StUzBRAU20X1rGNAzofAZGa577DIzVKcn2erwfBt9mQbR6r0j1dIEsNkTlmjpyjHYbxpF51l3_3GdiuVCJjA2ae2gfeWpi13GQUJkPg7JcoU-Jkqh4y-1tcVfMwXXz-OqwFVQ7MQTSDvA0iIWr5CaxyKIsMUxJqgmLNcEZoZpSzpUmScIkkUxYzEZlhBVLtOFuwpVkHM_DUN7L9QKgkKgwVNhElAuSxJwRJTUL3f9GzbDQDdisNZLKqky52y2jm5YFlqPU9mXq-rIB633Jh7I0xzcy816pfQGHRxzqacByreW08toidXDRTnB5GDXgn9fnjw2np_8P3Hnxt4JrMNa6Om-n7ZPO2RKMW9zFS_L3Mgw9PT7rFRiRL093xeNqZcbvOe70cQ
linkToPdf	http://cvtisr.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwpV1ZS8QwEB50FfXFW1zPCKJPVdukTYIP4rV4LKuIim-luUBZumI98N-bpO2qoCD40otpKJnM5Ev6zQzAul31GGPHbZDxmAaEMxWI0B5MHAkdY6OxZ7vftmmnw-7u-OUA7NaxMGV-iP6Gm7MM76-dgetHZbY_s4Y-9MRWhAkdhCHiasg0YOjoqnXT_mR4EF-ea4dxYu2IJ3Xu2Z1ou37322xUEhK_Qc2vgNXPOK2Jf33rJIxXQBPtlyNjCgZ0Pg0jNc99GkbrkGR7PdZ3g-8zIE56b0j1dIEsNkTlnjpyjHbrxpF50V3_3EdiOVeJjHWae2gfeWpi13GQUBkPg7JcoS-Bkqh4z-1tcV_Mwk3r-PrwJKgqMQTSTvA0iIXL5CaxyKIsMUxJqgmLNcEZoZpSzpUmScIkkUxYzEZlhBVLtOFuwZVkHM9BI-_leh5QSFQYKmwiygVJYs6IkpqF7n-jZljoJmzWGklllabcVcvopmWC5Si1fZm6vmzCWl_ysUzN8YPMnFdqX8DhEYd6mrBUazmtrLZIHVy0C1weRk3Y8Pr8teH07OLAnRf-KrgKI5dHrbR92jlfhDELu3jJ_V6CxvPTi16GYfn6fF88rVSj-APV-_Ps
openUrl	ctx_ver=Z39.88-2004&ctx_enc=info%3Aofi%2Fenc%3AUTF-8&rfr_id=info%3Asid%2Fsummon.serialssolutions.com&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.atitle=How+does+the+social+context+fuel+the+proactive+fire%3F+A+multilevel+review+and+theoretical+synthesis&rft.jtitle=Journal+of+organizational+behavior&rft.au=Cai%2C+Zijun&rft.au=Parker%2C+Sharon+K.&rft.au=Chen%2C+Zhijun&rft.au=Lam%2C+Wing&rft.date=2019-02-01&rft.pub=Wiley+%28Variant%29&rft.issn=0894-3796&rft.eissn=1099-1379&rft.volume=40&rft.issue=2&rft.spage=209&rft.epage=230&rft_id=info:doi/10.1002%2Fjob.2347&rft.externalDocID=26610820
thumbnail_l	http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/lc.gif&issn=0894-3796&client=summon
thumbnail_m	http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/mc.gif&issn=0894-3796&client=summon
thumbnail_s	http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/sc.gif&issn=0894-3796&client=summon