How does organizational polychronicity relate to individual adaptive performance? A conservation of resources perspective
ISSN: 1746-5265
Article publication date: 13 June 2024
Issue publication date: 22 July 2024
Abstract
Purpose
This study aims to examine the effects of organizational polychronicity on individual adaptive performance. Drawing on conservation of resources theory and the perspective of individual differences in pressure perceptions, this study develops a conceptual model to test the mediating role of time pressure and the moderating role of trait regulatory focus in the relationship between organizational polychronicity and individual adaptive performance.
Design/methodology/approach
A three-wave survey was conducted to investigate a sample of 591 employees who engaged in innovative activities in China. The hypotheses were tested using hierarchical multiple regression and bootstrapping.
Findings
The results show that organizational polychronicity is negatively related to individual adaptive performance via time pressure. Promotion focus weakens the positive relationship between organizational polychronicity and time pressure and the mediating role of time pressure, while prevention focus augments the positive relationship between organizational polychronicity and time pressure and the mediating role of time pressure.
Originality/value
This study reveals the mediating role of time pressure in the relationship between organizational polychronicity and individual adaptive performance, as well as the moderating role of trait regulatory focus in this relationship, thereby deepening our understanding of organizational polychronicity from both a theoretical and a practical perspective.
Keywords
Acknowledgements
The authors are very grateful to the editors and reviewers who provided comments for the revision of this paper.
Citation
Song, K., Xu, X., Wu, S., Ni, Q. and Zhao, L. (2024), "How does organizational polychronicity relate to individual adaptive performance? A conservation of resources perspective", Baltic Journal of Management, Vol. 19 No. 3, pp. 346-365. https://doi.org/10.1108/BJM-08-2023-0333
Publisher
:Emerald Publishing Limited
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