Born To Innovate:
Proactive Personality and Organizational Support Among Millennial it Workers
Shafira Destami Annida1
M. M. Nilam Widyarini2
1,2Faculty of Psychology Gunadarma
University
Jl. Margonda Raya No. 100, Pondok
Cina, Depok, 16424, Indonesia
E-mail: shafiradestami@gmail.com
Abstract
This study aims to examine the effects of proactive personality and
perceived organizational support, partially and simultaneously, on innovative
work behavior among millennial employees in the information technology sector.
Data were collected using a quantitative method. The questionnaire comprised
several adapted and translated scales: the Innovative Work Behavior scale by
Janssen (2000) with 9 items (α=0.801), the Proactive Personality Scale
(α=0.784) with 10 items (Seibert, Crant, & Kraimer, 1999), and the Survey
of Perceived Organizational Support (Eisenberger, Huntington, Hutchison, &
Sowa, 1986) consisting of 14 items (α=0.896). Simple linear regression revealed
a highly significant effect of proactive personality on innovative work
behavior (23.2%), whereas no significant effect of perceived organizational
support on innovative work behavior was found. Multiple linear regression
showed a significant simultaneous effect of both predictors on innovative work
behavior (23.4%).
Keywords: Innovative Work Behavior, Proactive Personality, Perceived
Organizational Support, Millennials.
Background
The development of the globalization era demands greater competitiveness
across various sectors, including industry and economy. Indonesia, recognized
as one of the rapidly developing countries, has been striving to improve its
economic standing globally (Bomantama, 2018). In the Global Competitiveness
Report, Indonesia ranked 37th in 2015–2016, dropped to 41st in 2016–2017,
and rebounded to 36th in 2017–2018 (Sala-i-Martin & Schwab, 2015; 2016;
2017). Notably, the country experienced stagnation in the innovation pillar
across those same years, indicating a systemic challenge in fostering workplace
innovation.
Millennial workers, defined as individuals born between 1977 and 1995
(Hobart & Sendek, 2014), currently dominate Indonesia’s workforce.
Approximately 17.96% of the total labor force—around 62.5 million people—belong
to this generation (Anonim, 2018). Positioned between the retiring Generation X
and the emerging Generation Z (Tulgan, 2016), millennials are expected to
bridge knowledge gaps and drive innovation, particularly in the rapidly
expanding information technology (IT) sector.
Innovative work behavior (IWB) refers to an employee’s capacity to generate,
promote, and implement new ideas, products, processes, or procedures within
their role, work group, or organization (Sulistiawan et al., 2017; Yuan &
Woodman, 2010). IWB comprises three components: idea generation, idea
promotion, and idea realization (Wang, Fang, Qureshi, & Janssen,
2015). IWB is considered a unique organizational asset (Janssen, 2000) that can
enhance productivity and sustain competitive advantage in dynamic environments.
Individuals characterized by proactive personality tend to
identify opportunities, take initiative, act courageously, and persevere toward
change (Robbins & Judge, 2007). Prior research has consistently
demonstrated a significant positive relationship between proactive personality
and IWB (Li, Liu, Liu, & Wang, 2016; Windiarsih & Etikariena, 2017;
Kong & Li, 2018). Millennials, who exhibit higher levels of proactive
personality compared to other generations (Schings, 2010), possess the adaptive
capabilities to drive innovation, especially in the IT field.
Alongside individual characteristics, organizational factors also
influence IWB. Perceived organizational support (POS) reflects an
employee’s belief in the organization’s commitment to their contributions and
well-being (Eisenberger, Huntington, Hutchison, & Sowa, 1986). Particularly
in Indonesia’s high power distance culture (Hofstede, Hofstede, &
Minkov, 2010), where rigid hierarchies can hinder employee initiative, POS
serves as a critical enabler of innovation (Abid, Zahra, & Ahmed, 2015;
Afsar & Badir, 2016; Doğru, 2018).
Despite these theoretical links, empirical evidence on how proactive
personality and POS simultaneously and independently predict IWB among
Indonesian millennial IT employees remains limited. This study addresses that
gap by testing the following hypotheses:
H1. Proactive
personality has a significant effect on innovative work behavior.
H2. Perceived
organizational support has a significant effect on innovative work behavior.
H3. Proactive
personality and perceived organizational support simultaneously have a
significant effect on innovative work behavior.
Methods
Sample
Data were collected from 131 millennial IT-sector employees using a
purposive sampling method. Participants were required to be millennials (born
1977–1995), employed in the IT industry, and have worked at their current
organization for at least one year. The sample consisted of 110 male (84%) and
21 female (16%) employees. Educational backgrounds varied: 4.6% high school
graduates, 9.9% diploma (D3), 80.9% bachelor’s degree (S1), and 4.6% master’s
degree (S2). Regarding marital status, 59.5% were single and 40.5% were
married.
Measures
All instruments were adapted and translated into Bahasa Indonesia and
administered as Likert-scale questionnaires.
Innovative
Work Behavior (IWB) was measured using the scale developed by Janssen (2000),
comprising 9 items across three components: idea generation (3 items), idea
promotion (3 items), and idea realization (3 items). Items are rated
on a 1–5 scale (1 = Never to 5 = Always). Cronbach’s alpha was α = 0.801.
Proactive
Personality Scale (PPS) was adapted from Seibert, Crant, and Kraimer
(1999), consisting of 10 unidimensional items covering indicators such as
identifying opportunities, persisting toward goals, taking initiative, and
embracing change. Items are rated on a 1–5 scale (1 = Strongly Disagree to 5 =
Strongly Agree). Cronbach’s alpha was α = 0.784.
Survey of Perceived Organizational Support (SPOS) was measured
using a short version scale adapted from Eisenberger et al. (1986), comprising
14 items (after item analysis) addressing indicators such as satisfaction with
employee performance, appreciation of extra effort, consideration of employee
goals and opinions, job enrichment, and employee welfare. Cronbach’s alpha was
α = 0.896.
Results and Discussion
Three regression analyses were conducted to examine the predictive
effects of proactive personality (PP) and perceived organizational support
(POS) on innovative work behavior (IWB).
The results confirm H1: proactive personality exerts a highly
significant and positive effect on IWB among millennial IT employees (β =
0.619, p < 0.01, adjusted R² = 0.245). This indicates that every 1-unit
increase in proactive personality corresponds to a 0.619-unit increase in IWB.
These findings align with prior studies (Li et al., 2016; Windiarsih &
Etikariena, 2017; Kong & Li, 2018) and can be explained by the fact that
proactive individuals are more adept at identifying opportunities, initiating
action, and persisting through challenges—all of which are fundamental to
generating and realizing innovative ideas in the workplace.
Millennials, who are inherently more technologically adept and open to
change (Howe & Strauss, 2000), leverage their proactive traits to navigate
the dynamic IT environment. Their willingness to experiment, engage in trial-and-error
processes, and communicate ideas across generational divides (Ballenstendt
& Rosenberg, 2008) further supports the expression of IWB.
Contrary to H2, no significant relationship was found between POS
and IWB (p = 0.137). This result diverges from some earlier studies but is
consistent with Janssen (2004), who argued that employees are capable of
innovating through adaptive behavior even without strong organizational
support. In high power distance cultures like Indonesia, where
hierarchical constraints may limit overt organizational endorsement,
individual-level proactive traits may override the need for external support.
The moderate POS levels (ME = 49.55) suggest that participants neither
strongly endorsed nor dismissed organizational support. This neutral perception
may explain why POS did not emerge as a significant predictor in this sample.
Regarding H3, the simultaneous model revealed a significant
combined effect of PP and POS on IWB (adjusted R² = 0.250, p < 0.01). The
slightly larger explained variance in the combined model (25.0% vs. 23.2%)
suggests that organizational support, while insufficient alone, does augment
the effect of proactive personality on innovative behavior. When individual
initiative is complemented by perceived organizational endorsement, the
likelihood of innovation expression increases (Neves & Eisenberger, 2014).
Descriptive analyses revealed no significant differences in IWB based on
gender, marital status, or educational level, suggesting that IWB among
millennial IT employees is a broadly distributed and stable trait-based
tendency in this population.
Conclusion
Two of three hypotheses were supported. Proactive personality
significantly predicted IWB (23.2%, p < 0.01), while POS alone did not (p =
0.137). However, their combined effect explained 23.4% of IWB variance (p <
0.01). The remaining ~77% variance suggests other unexplored factors contribute
to IWB, such as leadership style, job autonomy, team climate, or organizational
culture. These findings underscore the primacy of individual disposition in driving
innovative workplace behavior, especially within Indonesia’s high power
distance organizational context.
Suggestion
Organizations in the IT sector are advised to incorporate proactive
personality assessment in recruitment processes to identify innovation-prone
candidates. Regular, structured feedback mechanisms should be established to
nurture a culture of continuous improvement, particularly for millennial
employees. Future research should extend this inquiry to other generational
cohorts to assess whether these relationships generalize across the workforce,
and should explore additional predictors such as leadership support,
psychological safety, and job autonomy.
References
Abid, G.,
Zahra, I., & Ahmed, A. (2015). Mediated mechanism of thriving at work
between perceived organization support, innovative work behavior and turnover
intention. Pakistan Journal of Commerce and Social Sciences, 9(3), 982-998.
Afsar, B.,
& Badir, Y. F. (2016). Person–organization fit, perceived organizational
support, and organizational citizenship behavior: The role of job embeddedness.
Journal of Human Resources in Hospitality & Tourism, 15(3), 252-278.
Anonim.
(2018). Bapenas: Jumlah Milenial di Indonesia Capai 90 Juta Orang.
Retrieved from https://www.inews.id
Ballenstendt,
B. & Rosenberg, A. (2008). De-Generation. Government Executive,
40(8), 18-23.
Bomantama, R.
(2018). Wiranto: Indonesia Dianggap Termasuk Negara Berkembang yang Sangat
Maju. Retrieved from Tribunnews.com.
Doğru, Ç.
(2018). The relationship between perceived support and innovative behavior:
Analyzing the mediating role of work engagement. Journal of Business
Research - Turk, 10(2), 384-402.
Eisenberger,
R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived
organizational support. Journal of Applied Psychology, 71(3), 500-507.
Hofstede, G.
H., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations:
Software of the mind. Maidenhead: McGraw-Hill.
Hobart, J. W.,
& Sendek, H. (2014). Gen Y now: Millennials and the evolution of
leadership. San Francisco: Wiley.
Howe, N.,
& Strauss, W. (2000). Millennials rising: The next great generation.
New York: Vintage Books.
Janssen, O.
(2000). Job demands, perceptions of effort-reward fairness and innovative
work behaviour. Journal of Occupational and Organizational Psychology, 73,
287-302.
Janssen, O.
(2004). How fairness perceptions make innovative behavior more or less
stressful. Journal of Organizational Behavior, 25(2), 201-215.
Kong, Y.,
& Li, M. (2018). Proactive personality and innovative behavior: The
mediating roles of job-related affect and work engagement. Social Behavior
and Personality: An International Journal, 46(3), 431-446.
Li, M., Liu,
Y., Liu, L., & Wang, Z. (2016). Proactive personality and innovative
work behavior: The mediating effects of affective states and creative
self-efficacy in teachers. Current Psychology, 36(4), 697-706.
Neves, P.,
& Eisenberger, R. (2014). Perceived organizational support and risk
taking. Journal of Managerial Psychology, 29(2), 187-205.
Robbins, S.
P., & Judge, T. A. (2007). Organizational behavior (12th ed.). NY:
Pearson.
Sala-i-Martin,
X., & Schwab, K. (2015). The global competitiveness report: 2015-2016.
Geneva: World Economic Forum.
Sala-i-Martin,
X., & Schwab, K. (2016). The global competitiveness report: 2016-2017.
Geneva: World Economic Forum.
Sala-i-Martin,
X., & Schwab, K. (2017). The global competitiveness report: 2017-2018.
Geneva: World Economic Forum.
Schings, S.
(2010). Millennials on a Mission. SIOP Media.
Seibert, S.,
Crant, J., & Kraimer, M. (1999). Proactive personality and career
success. Journal of Applied Psychology, 84, 416-427.
Sulistiawan,
J., Herachwati, N., Permatasari, S. D., & Alfirdaus, Z. (2017). The
antecedents of innovative work behavior: The roles of self-monitoring.
Problems and Perspectives in Management, 15(4-1), 263-270.
Tulgan, B.
(2016). The great generational shift is underway. Huffington Post.
Wang, X. F.,
Fang, Y., Qureshi, I., & Janssen, O. (2015). Understanding employee
innovative behavior: Integrating the social network and leader-member exchange
perspectives. Journal of Organizational Behavior, 36(3), 403-420.
Windiarsih,
R., & Etikariena, A. (2017). Hubungan Antara Kepribadian Proaktif dan
Perilaku Kerja Inovatif di BUMN X. Journal Psikogenesis, 5(2), 123.
Yuan, F.,
& Woodman, R. W. (2010). Innovative behavior in the workplace: The role
of performance and image outcome expectations. Academy of Management
Journal, 53(2), 323-342.
Born To Innovate:
Proactive Personality and Organizational Support Among Millennial it Workers
Shafira Destami Annida1
M. M. Nilam Widyarini2
1,2Faculty of Psychology Gunadarma
University
Jl. Margonda Raya No. 100, Pondok
Cina, Depok, 16424, Indonesia
E-mail: shafiradestami@gmail.com
Abstract
This study aims to examine the effects of proactive personality and
perceived organizational support, partially and simultaneously, on innovative
work behavior among millennial employees in the information technology sector.
Data were collected using a quantitative method. The questionnaire comprised
several adapted and translated scales: the Innovative Work Behavior scale by
Janssen (2000) with 9 items (α=0.801), the Proactive Personality Scale
(α=0.784) with 10 items (Seibert, Crant, & Kraimer, 1999), and the Survey
of Perceived Organizational Support (Eisenberger, Huntington, Hutchison, &
Sowa, 1986) consisting of 14 items (α=0.896). Simple linear regression revealed
a highly significant effect of proactive personality on innovative work
behavior (23.2%), whereas no significant effect of perceived organizational
support on innovative work behavior was found. Multiple linear regression
showed a significant simultaneous effect of both predictors on innovative work
behavior (23.4%).
Keywords: Innovative Work Behavior, Proactive Personality, Perceived
Organizational Support, Millennials.
Background
The development of the globalization era demands greater competitiveness
across various sectors, including industry and economy. Indonesia, recognized
as one of the rapidly developing countries, has been striving to improve its
economic standing globally (Bomantama, 2018). In the Global Competitiveness
Report, Indonesia ranked 37th in 2015–2016, dropped to 41st in 2016–2017,
and rebounded to 36th in 2017–2018 (Sala-i-Martin & Schwab, 2015; 2016;
2017). Notably, the country experienced stagnation in the innovation pillar
across those same years, indicating a systemic challenge in fostering workplace
innovation.
Millennial workers, defined as individuals born between 1977 and 1995
(Hobart & Sendek, 2014), currently dominate Indonesia’s workforce.
Approximately 17.96% of the total labor force—around 62.5 million people—belong
to this generation (Anonim, 2018). Positioned between the retiring Generation X
and the emerging Generation Z (Tulgan, 2016), millennials are expected to
bridge knowledge gaps and drive innovation, particularly in the rapidly
expanding information technology (IT) sector.
Innovative work behavior (IWB) refers to an employee’s capacity to generate,
promote, and implement new ideas, products, processes, or procedures within
their role, work group, or organization (Sulistiawan et al., 2017; Yuan &
Woodman, 2010). IWB comprises three components: idea generation, idea
promotion, and idea realization (Wang, Fang, Qureshi, & Janssen,
2015). IWB is considered a unique organizational asset (Janssen, 2000) that can
enhance productivity and sustain competitive advantage in dynamic environments.
Individuals characterized by proactive personality tend to
identify opportunities, take initiative, act courageously, and persevere toward
change (Robbins & Judge, 2007). Prior research has consistently
demonstrated a significant positive relationship between proactive personality
and IWB (Li, Liu, Liu, & Wang, 2016; Windiarsih & Etikariena, 2017;
Kong & Li, 2018). Millennials, who exhibit higher levels of proactive
personality compared to other generations (Schings, 2010), possess the adaptive
capabilities to drive innovation, especially in the IT field.
Alongside individual characteristics, organizational factors also
influence IWB. Perceived organizational support (POS) reflects an
employee’s belief in the organization’s commitment to their contributions and
well-being (Eisenberger, Huntington, Hutchison, & Sowa, 1986). Particularly
in Indonesia’s high power distance culture (Hofstede, Hofstede, &
Minkov, 2010), where rigid hierarchies can hinder employee initiative, POS
serves as a critical enabler of innovation (Abid, Zahra, & Ahmed, 2015;
Afsar & Badir, 2016; Doğru, 2018).
Despite these theoretical links, empirical evidence on how proactive
personality and POS simultaneously and independently predict IWB among
Indonesian millennial IT employees remains limited. This study addresses that
gap by testing the following hypotheses:
H1. Proactive
personality has a significant effect on innovative work behavior.
H2. Perceived
organizational support has a significant effect on innovative work behavior.
H3. Proactive
personality and perceived organizational support simultaneously have a
significant effect on innovative work behavior.
Methods
Sample
Data were collected from 131 millennial IT-sector employees using a
purposive sampling method. Participants were required to be millennials (born
1977–1995), employed in the IT industry, and have worked at their current
organization for at least one year. The sample consisted of 110 male (84%) and
21 female (16%) employees. Educational backgrounds varied: 4.6% high school
graduates, 9.9% diploma (D3), 80.9% bachelor’s degree (S1), and 4.6% master’s
degree (S2). Regarding marital status, 59.5% were single and 40.5% were
married.
Measures
All instruments were adapted and translated into Bahasa Indonesia and
administered as Likert-scale questionnaires.
Innovative
Work Behavior (IWB) was measured using the scale developed by Janssen (2000),
comprising 9 items across three components: idea generation (3 items), idea
promotion (3 items), and idea realization (3 items). Items are rated
on a 1–5 scale (1 = Never to 5 = Always). Cronbach’s alpha was α = 0.801.
Proactive
Personality Scale (PPS) was adapted from Seibert, Crant, and Kraimer
(1999), consisting of 10 unidimensional items covering indicators such as
identifying opportunities, persisting toward goals, taking initiative, and
embracing change. Items are rated on a 1–5 scale (1 = Strongly Disagree to 5 =
Strongly Agree). Cronbach’s alpha was α = 0.784.
Survey of Perceived Organizational Support (SPOS) was measured
using a short version scale adapted from Eisenberger et al. (1986), comprising
14 items (after item analysis) addressing indicators such as satisfaction with
employee performance, appreciation of extra effort, consideration of employee
goals and opinions, job enrichment, and employee welfare. Cronbach’s alpha was
α = 0.896.
Results and Discussion
Three regression analyses were conducted to examine the predictive
effects of proactive personality (PP) and perceived organizational support
(POS) on innovative work behavior (IWB).
The results confirm H1: proactive personality exerts a highly
significant and positive effect on IWB among millennial IT employees (β =
0.619, p < 0.01, adjusted R² = 0.245). This indicates that every 1-unit
increase in proactive personality corresponds to a 0.619-unit increase in IWB.
These findings align with prior studies (Li et al., 2016; Windiarsih &
Etikariena, 2017; Kong & Li, 2018) and can be explained by the fact that
proactive individuals are more adept at identifying opportunities, initiating
action, and persisting through challenges—all of which are fundamental to
generating and realizing innovative ideas in the workplace.
Millennials, who are inherently more technologically adept and open to
change (Howe & Strauss, 2000), leverage their proactive traits to navigate
the dynamic IT environment. Their willingness to experiment, engage in trial-and-error
processes, and communicate ideas across generational divides (Ballenstendt
& Rosenberg, 2008) further supports the expression of IWB.
Contrary to H2, no significant relationship was found between POS
and IWB (p = 0.137). This result diverges from some earlier studies but is
consistent with Janssen (2004), who argued that employees are capable of
innovating through adaptive behavior even without strong organizational
support. In high power distance cultures like Indonesia, where
hierarchical constraints may limit overt organizational endorsement,
individual-level proactive traits may override the need for external support.
The moderate POS levels (ME = 49.55) suggest that participants neither
strongly endorsed nor dismissed organizational support. This neutral perception
may explain why POS did not emerge as a significant predictor in this sample.
Regarding H3, the simultaneous model revealed a significant
combined effect of PP and POS on IWB (adjusted R² = 0.250, p < 0.01). The
slightly larger explained variance in the combined model (25.0% vs. 23.2%)
suggests that organizational support, while insufficient alone, does augment
the effect of proactive personality on innovative behavior. When individual
initiative is complemented by perceived organizational endorsement, the
likelihood of innovation expression increases (Neves & Eisenberger, 2014).
Descriptive analyses revealed no significant differences in IWB based on
gender, marital status, or educational level, suggesting that IWB among
millennial IT employees is a broadly distributed and stable trait-based
tendency in this population.
Conclusion
Two of three hypotheses were supported. Proactive personality
significantly predicted IWB (23.2%, p < 0.01), while POS alone did not (p =
0.137). However, their combined effect explained 23.4% of IWB variance (p <
0.01). The remaining ~77% variance suggests other unexplored factors contribute
to IWB, such as leadership style, job autonomy, team climate, or organizational
culture. These findings underscore the primacy of individual disposition in driving
innovative workplace behavior, especially within Indonesia’s high power
distance organizational context.
Suggestion
Organizations in the IT sector are advised to incorporate proactive
personality assessment in recruitment processes to identify innovation-prone
candidates. Regular, structured feedback mechanisms should be established to
nurture a culture of continuous improvement, particularly for millennial
employees. Future research should extend this inquiry to other generational
cohorts to assess whether these relationships generalize across the workforce,
and should explore additional predictors such as leadership support,
psychological safety, and job autonomy.
References
Abid, G.,
Zahra, I., & Ahmed, A. (2015). Mediated mechanism of thriving at work
between perceived organization support, innovative work behavior and turnover
intention. Pakistan Journal of Commerce and Social Sciences, 9(3), 982-998.
Afsar, B.,
& Badir, Y. F. (2016). Person–organization fit, perceived organizational
support, and organizational citizenship behavior: The role of job embeddedness.
Journal of Human Resources in Hospitality & Tourism, 15(3), 252-278.
Anonim.
(2018). Bapenas: Jumlah Milenial di Indonesia Capai 90 Juta Orang.
Retrieved from https://www.inews.id
Ballenstendt,
B. & Rosenberg, A. (2008). De-Generation. Government Executive,
40(8), 18-23.
Bomantama, R.
(2018). Wiranto: Indonesia Dianggap Termasuk Negara Berkembang yang Sangat
Maju. Retrieved from Tribunnews.com.
Doğru, Ç.
(2018). The relationship between perceived support and innovative behavior:
Analyzing the mediating role of work engagement. Journal of Business
Research - Turk, 10(2), 384-402.
Eisenberger,
R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived
organizational support. Journal of Applied Psychology, 71(3), 500-507.
Hofstede, G.
H., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations:
Software of the mind. Maidenhead: McGraw-Hill.
Hobart, J. W.,
& Sendek, H. (2014). Gen Y now: Millennials and the evolution of
leadership. San Francisco: Wiley.
Howe, N.,
& Strauss, W. (2000). Millennials rising: The next great generation.
New York: Vintage Books.
Janssen, O.
(2000). Job demands, perceptions of effort-reward fairness and innovative
work behaviour. Journal of Occupational and Organizational Psychology, 73,
287-302.
Janssen, O.
(2004). How fairness perceptions make innovative behavior more or less
stressful. Journal of Organizational Behavior, 25(2), 201-215.
Kong, Y.,
& Li, M. (2018). Proactive personality and innovative behavior: The
mediating roles of job-related affect and work engagement. Social Behavior
and Personality: An International Journal, 46(3), 431-446.
Li, M., Liu,
Y., Liu, L., & Wang, Z. (2016). Proactive personality and innovative
work behavior: The mediating effects of affective states and creative
self-efficacy in teachers. Current Psychology, 36(4), 697-706.
Neves, P.,
& Eisenberger, R. (2014). Perceived organizational support and risk
taking. Journal of Managerial Psychology, 29(2), 187-205.
Robbins, S.
P., & Judge, T. A. (2007). Organizational behavior (12th ed.). NY:
Pearson.
Sala-i-Martin,
X., & Schwab, K. (2015). The global competitiveness report: 2015-2016.
Geneva: World Economic Forum.
Sala-i-Martin,
X., & Schwab, K. (2016). The global competitiveness report: 2016-2017.
Geneva: World Economic Forum.
Sala-i-Martin,
X., & Schwab, K. (2017). The global competitiveness report: 2017-2018.
Geneva: World Economic Forum.
Schings, S.
(2010). Millennials on a Mission. SIOP Media.
Seibert, S.,
Crant, J., & Kraimer, M. (1999). Proactive personality and career
success. Journal of Applied Psychology, 84, 416-427.
Sulistiawan,
J., Herachwati, N., Permatasari, S. D., & Alfirdaus, Z. (2017). The
antecedents of innovative work behavior: The roles of self-monitoring.
Problems and Perspectives in Management, 15(4-1), 263-270.
Tulgan, B.
(2016). The great generational shift is underway. Huffington Post.
Wang, X. F.,
Fang, Y., Qureshi, I., & Janssen, O. (2015). Understanding employee
innovative behavior: Integrating the social network and leader-member exchange
perspectives. Journal of Organizational Behavior, 36(3), 403-420.
Windiarsih,
R., & Etikariena, A. (2017). Hubungan Antara Kepribadian Proaktif dan
Perilaku Kerja Inovatif di BUMN X. Journal Psikogenesis, 5(2), 123.
Yuan, F.,
& Woodman, R. W. (2010). Innovative behavior in the workplace: The role
of performance and image outcome expectations. Academy of Management
Journal, 53(2), 323-342.
