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When is job control most useful for idea championing? Role conflict and psychological contract violation effects

Published online by Cambridge University Press:  11 May 2018

Dirk De Clercq ,
Wei Sun  and
Imanol Belausteguigoitia
Dirk De Clercq*
Affiliation:
Goodman School of Business, Brock University, St. Catharines, ON, Canada, L2S 3A1
Wei Sun
Affiliation:
School of Management, Xi’an Jiaotong University, Xi’an, 710049, China
Imanol Belausteguigoitia
Affiliation:
Instituto Tecnológico Autónomo de México (ITAM), Santa Teresa Campus, Mexico City, Mexico
*
Corresponding author: sunwei@xjtu.edu.cn
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Abstract

Drawing from conservation of resources theory, this article investigates the relationship between job control (a critical job resource) and idea championing, as well as how this relationship may be augmented by stressful work conditions that can lead to resource losses, such as conflicting work role demands and psychological contract violations. With quantitative data collected from employees of an organization that operates in the chemical sector, this study reveals that job control increases the propensity to champion innovative ideas. This effect is especially salient when employees experience high levels of role conflict and psychological contract violations. For organizations, the results demonstrate that giving employees more control over whether they invest in championing activities will be most beneficial when those employees also face resource-draining work conditions, in the form of either incompatible role expectations or unfilled employer obligations.

Keywords

idea championingjob controlrole conflictpsychological contract violation
Type
Research Article
Information
Journal of Management & Organization , Volume 27 , Issue 2 , March 2021 , pp. 382 - 396
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2018

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