Idiosyncratic deals and taking charge: The roles of psychological empowerment and organizational tenure

Linlin Wang1, Lirong Long2
1School of Management, and Schoolof Mechanical Engineering, Huazhong University of Science and Technology and Hubei University of Technology, People’s Republic of China
2School of Management, Huazhong University of Science and Technology, People’s Republic of China
Cite this article:  Wang, L., & Long, L. (2018). Idiosyncratic deals and taking charge: The roles of psychological empowerment and organizational tenure. Social Behavior and Personality: An international journal, 46(9), 1437-1448.

Volume 46 Issue 9 | e7084 | Published: September 2018 | DOI: https://doi.org/10.2224/sbp.7084

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Taking charge has been promoted as an effective proactive behavior for improving work efficiency in organizations. Building on the proactive motivation model and human capital theory, our primary purpose in this study was to investigate how and when idiosyncratic deals (i-deals) promote recipients’ taking charge. We collected data from 237 employees and found that receiving i-deals had a positive effect on recipients’ taking charge, psychological empowerment mediated the relationship between i-deals and taking charge, and organizational tenure moderated the mediation effect, which became stronger as tenure increased. Theoretical contributions and practical implications of our findings are discussed.

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