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dc.contributor.authorDe Spiegelaere, Stan
dc.contributor.authorVan Gyes, Guy
dc.contributor.authorDe Witte, Hans
dc.contributor.authorVan Hootegem, Geert
dc.date.accessioned2017-02-13T13:38:20Z
dc.date.available2017-02-13T13:38:20Z
dc.date.issued2015
dc.identifier.citationDe Spiegelaere, S.S. et al. 2015. Job design, work engagement and innovative work behavior:  a multi–level study on Karasek's learning hypothesis. Management revue, 26(2):123–137. [http://www.hampp-verlag.de/hampp_e-journals_mrev.htm]
dc.identifier.issn0935–9915
dc.identifier.urihttp://hdl.handle.net/10394/20337
dc.description.abstractAs employees behaviour is a crucial factor for organizational success, the question on how to promote the engagement of employees in their work and boost their implication in the innovation process is central for companies. In this article we study this question building on the Karasek model suggesting that employees in jobs with high autonomy and time pressure will be more engaged and more innovative. The results of the multi–level regression analyses confirm that such a combination is associated with high employee innovation. For work engagement, the job autonomy helps in buffering the negative effects of time pressure. 
dc.description.urihttp://www.management-revue.org/current26.2.php
dc.description.urihttp://dx.doi.org/10.1688/mrev-2015-02-DeSpiegelaere
dc.publisherRainer Hampp Verlag
dc.subjectJob design
dc.subjectInnovative behaviour
dc.subjectWork engagement
dc.subjectAutonomy
dc.subjectTime pressure
dc.titleJob design, work engagement and innovative work behavior:  a multi–level study on Karasek's learning hypothesis
dc.typeArticle
dc.contributor.researchID13285440 – De Witte, Hans


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