Getting Proactive: Cultural And Procedural Drivers Of Managerial Motivation To Act

Abstract

The importance of managers’ proactive behaviors in the workplace is well documented. While previous studies have focused on dispositional drivers of proactive behaviors, this paper investigates situational - cultural and procedural - factors that affect managers’ motivation to proactively engage in behaviors aimed at improving performance of their firms. Results of a survey of brand managers suggest that consumer orientation and adhocracy culture tend to increase proactive behaviors, while technology strategic orientation decreases managers’ motivation to act.  Interestingly, the cultural characteristics of a firm are significantly more effective in motivating managers than evaluation and compensation procedures.