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Proactive behavior - behavior that is self-starting, future-focused, and change-oriented - is often viewed as positive at work. Yet, proactive behaviors can backfire when enacted inappropriately (e.g., when the initiator inadvertently creates more work for coworkers or incurs additional costs for the organization). Workers thus should aim to be "wise" when engaging in proactivity, but it is not always clear how they can do so. To understand how to better engage in proactivity from a managerial perspective, this panel presents results from a pilot study conducted with health care executives in New York State. Join the study authors, and invited management scholars and healthcare practitioners, as they discuss takeaways for research and practice in healthcare management.
Image credit: Creative Commons Panel Members
Sharon Parker, ARC Laureate Fellow, John Curtin Distinguished Professor in Management and Organisations, and Director, Centre for Transformative Work Design, Future of Work Institute, Curtin University
Winnie Jiang, Assistant Professor of Organisational Behavior, INSEAD
Eric Wei, Senior Vice President and Chief Quality Officer, NYC Health + Hospitals Joshua Moskovitz, Physician Advisor, Utilization Management, Jacobi Medical Center & North Central Bronx Hospital, NYC Health + Hospitals
Moderated by
Alden Lai, Assistant Professor of Public Health Policy and Management, NYU
Jemima A. Frimpong, Associate Professor of Business, Organizations and Society and Associate Professor of Social Research and Public Policy, NYUAD
In collaboration with NYU Abu Dhabi Institute |