Article first published online: 4 OCT 2011
Copyright © 2011 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 33, Issue 7, pages 910–924, October 2012
How to Cite
Shoss, M. K., Witt, L. A. and Vera, D. (2012), When does adaptive performance lead to higher task performance?. J. Organiz. Behav., 33: 910–924. doi: 10.1002/job.780
- Issue published online: 18 SEP 2012
- Article first published online: 4 OCT 2011
- Manuscript Accepted: 26 JUL 2011
- Manuscript Revised: 15 JUN 2011
- Manuscript Received: 19 APR 2010
- adaptive performance;
- organizational politics
Adaptive performance is a facet of performance that reflects acquiring enhanced competencies in response to change. Micro-level researchers have assumed that adaptive performance is beneficial for task performance. Similarly, macro-level researchers have suggested that organizations need to attend to, monitor, and respond to contingencies in their environments for adaptive performance to be beneficial for firm performance. Drawing from the attention-based theory of the firm and resource theory, we suggest that perceptions of organizational politics and individual differences in conscientiousness constitute contingencies of the adaptive performance–task performance relationship. In a sample of 92 call center employees, we found that adaptive performance is positively associated with task performance but that conscientiousness and organizational politics jointly influence the adaptive performance–task performance relationship. Copyright © 2011 John Wiley & Sons, Ltd.