| Página principal > Artículos > Mindfulness and job control as moderators of the relationships between demands and innovative work behaviours > MARC |
000094528 001__ 94528 000094528 005__ 20210902121626.0 000094528 0247_ $$2doi$$a10.5093/jwop2020a9 000094528 0248_ $$2sideral$$a118058 000094528 037__ $$aART-2020-118058 000094528 041__ $$aeng 000094528 100__ $$0(orcid)0000-0001-5864-2901$$aMartín Hernández, Pilar$$uUniversidad de Zaragoza 000094528 245__ $$aMindfulness and job control as moderators of the relationships between demands and innovative work behaviours 000094528 260__ $$c2020 000094528 5060_ $$aAccess copy available to the general public$$fUnrestricted 000094528 5203_ $$aInnovation enables organizations to respond successfully to rapid changes in a business environment. This innovation capability largely relies on employees. Although workers are required to be innovative, their jobs frequently contain higher demands that might make it difficult for them to innovate at work. The Job Demands-Control model active hypothesis suggests that highly demanding jobs that allow individuals enough discretion enhance innovative performance. Improving an important attentional resource such as mindfulness at work might also play a similar role, although there is a need for more research at this level. The main aim of this study is to examine the relative contribution of job control and increases in mindfulness as moderators in the job demands-innovation work behaviours relationship. The results obtained with 221 workers indicated that in previous situations characterized by high job demands (T1), workers who increase their capacity for mindfulness are more innovative in the future (T2). 000094528 540__ $$9info:eu-repo/semantics/openAccess$$aby-nc-nd$$uhttp://creativecommons.org/licenses/by-nc-nd/3.0/es/ 000094528 590__ $$a2.478$$b2020 000094528 591__ $$aPSYCHOLOGY, APPLIED$$b51 / 83 = 0.614$$c2020$$dQ3$$eT2 000094528 592__ $$a0.477$$b2020 000094528 593__ $$aSocial Psychology$$c2020$$dQ2 000094528 593__ $$aOrganizational Behavior and Human Resource Management$$c2020$$dQ2 000094528 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/publishedVersion 000094528 700__ $$aRamos, José 000094528 700__ $$aZornoza, Ana 000094528 700__ $$0(orcid)0000-0003-0898-0480$$aLira, Eva M.$$uUniversidad de Zaragoza 000094528 700__ $$aPeiró, José M. 000094528 7102_ $$14009$$2740$$aUniversidad de Zaragoza$$bDpto. Psicología y Sociología$$cÁrea Psicología Social 000094528 773__ $$g36, 2 (2020), 95-101$$pRev. psicol. trab. organ. (1999)$$tJOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY-REVISTA DE PSICOLOGIA DEL TRABAJO Y DE LAS ORGANIZACIONES$$x1576-5962 000094528 8564_ $$s187990$$uhttps://zaguan.unizar.es/record/94528/files/texto_completo.pdf$$yVersión publicada 000094528 8564_ $$s71339$$uhttps://zaguan.unizar.es/record/94528/files/texto_completo.jpg?subformat=icon$$xicon$$yVersión publicada 000094528 909CO $$ooai:zaguan.unizar.es:94528$$particulos$$pdriver 000094528 951__ $$a2021-09-02-08:50:06 000094528 980__ $$aARTICLE
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