COLLECTIVE ORGANIZATIONAL ENGAGEMENT: LINKING MOTIVATIONAL ANTECEDENTS, STRATEGIC IMPLEMENTATION, AND FIRM PERFORMANCE

• 成果类型: Article
• 署名作者: Barrick, Murray R.; Thurgood, Gary R.; Smith, Troy A.; Courtright, Stephen H.
• 署名单位: Texas A&M University System; Texas A&M University College Station; Mays Business School; Texas A&M University System; Texas A&M University College Station
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2013.0227
• 发表日期: 2015
• 页码: 111-135
• 关键词: human-resource management; transformational leadership; Competitive advantage; Emotional contagion; DESIGN-FEATURES; JOB-ATTITUDES; work; perceptions; LEVEL; MODEL

摘要

We present a comprehensive theory of collective organizational engagement, integrating engagement theory with the resource management model. We propose that engagement can be considered an organization-level construct influenced by motivationally focused organizational practices that represent firm-level resources. Specifically, we evaluate three distinct organizational practices as resources-motivating work design, human resource management practices, and CEO transformational leadership-that can facilitate perceptions that members of the organization are as a whole physically, cognitively, and emotionally invested at work. Our theory is grounded in the notion that, when used jointly, these organizational resources maximize each of the three underlying psychological conditions necessary for full engagement; namely, psychological meaningfulness, safety, and availability. The resource management model also underscores the value of top management team members implementing and monitoring progress on the firm's strategy as a means to enhance the effects of organizational resources on collective organizational engagement. We empirically test this theory in a sample of 83 firms, and provide evidence that collective organizational engagement mediates the relationship between the three organizational resources and firm performance. Furthermore, we find that strategic implementation positively moderates the relationship between the three organizational resources and collective organizational engagement. Implications for theory, research, and practice are discussed.