Efecto del empowerment grupal en la proactividad. Un estudio empírico en equipos de I+D de Universidades Tamaulipecas
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Resumen
El presente trabajo tiene por objeto investigar los efectos del empowerment grupal en la proactividad de los equipos de I+D de las universidades del Estado de Tamaulipas. El estudio se llevó a cabo a través de la aplicación de una encuesta en línea en 86 equipos registrados en el Programa para el Desarrollo Profesional Docente (PRODEP) mediante un muestreo no probabilístico a conveniencia. Para la contrastación de las hipótesis se utilizó un modelo de regresión lineal múltiple. Los resultados indican una relación positiva y significativa entre las variables del estudio. También se sugiere que los equipos tienden a ser más proactivos cuando encuentran su trabajo importante y significativo.
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RUEDA-CONTRERAS, Cynthia Alejandra; JIMÉNEZ-ALMAGUER, Karla Paola; MENDOZA-GÓMEZ, Joel.
Efecto del empowerment grupal en la proactividad. Un estudio empírico en equipos de I+D de Universidades Tamaulipecas.
RECAI Revista de Estudios en Contaduría, Administración e Informática, [S.l.], v. 7, n. 18, p. 22 - 45, abr. 2018.
ISSN 2007-5278.
Disponible en: <https://recai.uaemex.mx/article/view/9010>. Fecha de acceso: 18 ago. 2022
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Artículos de Investigación
Esta obra está bajo licencia internacional Creative Commons Reconocimiento-NoComercial-SinObrasDerivadas 4.0.
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Bateman, T. y Crant, M. (1999). Proactive Behavior: Meaning, Impact, Recommendations. Business Horizons, 42(3), 63–71.
Blau, P. (1964). Exchange and Power in Social Life. Chichester, Wiley.
Boren, R. (1994). Don’t Delegate –Empower. Supervisory Management, 39(10), 10.
Bowers, K. (1973). Situationism in psychology: An analysis and a critique. Psychological Review, 80(5), 307–336.
Chen, G. y Kanfer, R. (2006). Toward a Systems Theory of Motivated Behavior in Work Teams.Research in Organizational Behavior, 27, 223–267.
Chen, G., Kirkman, B., Kanfer, R., Allen, D. y Rosen, B. (2007). A multilevel study of leadership, empowerment, and performance in teams. The Journal of Applied Psychology, 92(2), 331–46.
Cohen, S. y Bailey, D. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23(3), 239–290.
CONACYT. (2015). Informe general del estado de la ciencia, la tecnología y la innovación-México 2015.
Conger, J. y Kanungo, R. (1988). The Empowerment Process: Integrating Theory and Practice. Academy of Management Review, 13(3), 471–482.
Crant, M. (1995). The Proactive Personality Scale and Objective Job Performance Among Real Estate Agents. Journal of Applied Psychology, 80(4), 532–537.
Crant, M. (2000). Proactive Behavior in Organizations. Journal of Management, 26(3), 435–462. Retrieved from http://abufara.com/abufara.net/images/abook_file/Proactive Behavior in Organizations.pdf
Erkutlu, H. (2012). The impact of organizational culture on the relationship between shared leadership and team proactivity. Team Performance Management, 18(1/2), 102–119.
Erkutlu, H. y Chafra, J. (2012). The impact of team empowerment on proactivity: the moderating roles of leader’s emotional intelligence and proactive personality. Journal of Health Organization and Management, 26(5), 560–577.
Etzkowitz, H., Webster, A., Gebhardt, C. y Terra, B. R. C. (2000). The future of the university and the university of the future: evolution of ivory tower to entrepreneurial paradigm. Research Policy, 29(2), 313–330. H
Garcia, M., Zouaghi, F. y Garcia, T. (2016). Diversity is strategy: The effect of R&D team diversity on innovative performance. R&D Management, 1–19.
Gore, P. (2006). Academic Self-Efficacy as a Predictor of College Outcomes: Two Incremental Validity Studies. Journal of Career Assessment, 14(1), 92–115.
Grant, A. y Ashford, S. (2008). The Dynamics of Proactivity at Work. Research in Organizational Behavior, 28, 3–34.
Griffin, M., Neal, A. y Parker, S. (2007). A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts. Academy of Management Journal, 50(2), 327–347.
Hackman, R. y Oldham, G. (1975). Development of the Job Diagnostic Survey.Journal of Applied Psychology, 60(2), 159–170.
Hair, J. F., Anderson, R. E., Tatham, R. L. y Black, W. C. (1999). Analisis multivariante (Hair).pdf (Quinta). Madrid: Prentice-Hall.
Huang, Q., Liu, H. y Zhong, X. (2013). The impact of transactive memory systems on team performance. Information Technology & People, 26(2), 191–212.
Hyatt, D. y Ruddy, T. (1997). An Examination of the Relationship Between Work Group Characteristics and Performance: Once More Into the Breech. Personnel Psychology, 50(3), 553–585.
James, L., Demaree, R. y Wolf, G. (1984). Estimating Within-Group Interrater Reliability With and Without Response Bias. Journal of Applied Psychology, 69, 85–98.
Jiang, X., Flores, H., Leelawong, R. y Manz, C. (2016). The effect of team empowerment on team performance: A cross-cultural perspective perspective on the mediating roles of knowledge sharing and intra-group conflict. International Journal of Conflict Management, 27(1), 62–87.
Kaplan, R. y Saccuzzo, D. (2013). Psychological Testing: Principles, Applications, and Issues. Belmont, California: Wadsworth.
Kirkman, B. y Rosen, B. (1999). Beyond Self-Management: Antecedents and Consequences of Team Empowerment. Academy of Management Journal, 42(1), 58–74.
Kirkman, B. y Rosen, B. (2000). Powering up teams. Organizational Dynamics, 28(3), 48–65.
Lazzeroni, M. y Piccaluga, A. (2003). Towards the Entrepreneurial University. Local Economy, 18(1), 38–48.
Lee, J. y Wei, F. (2011). The mediating effect of psychological empowerment on the relationship between participative goal setting and team outcomes –a study in China. The International Journal of Human Resource Management, 22(2), 279–295.
Lee, M. y Koh, J. (2001). Is empowerment really a new concept? International Journal of Human Resource Management, 12(4), 684–695.
Maden, C. (2015). Linking high involvement human resource practices to employee proactivity: The role of work engagement and learning goal orientation. Personnel Review, 44(5), 720–738. Retrieved from
Mathieu, J., Gilson, L. y Ruddy, T.(2006). Empowerment and team effectiveness: an empirical test of an integrated model. The Journal of Applied Psychology, 91(1), 97–108.
Maynard, T., Mathieu, J., Gilson, L., O’Boyle, E. y Cigularov, K. (2012). Drivers and outcomes of team psychological empowerment: A meta-analytic review and model test. Organizational Psychology Review, 3(2), 1–36.
Mendoza, J. (2005). Toward a group empowerment model in organizations: A structural equation modeling approach. Instituto Tecnológico y de Estudios Superioresde Monterrey.
Menon, S. (2001). Employee empowerment: An integrative psychological approach. Applied Psychology: An International Review, 50, 153–180.
Morgeson, F. y Hofmann, D. (1999). The structure and function of collective constructs: Implications formultilevel research and theory development. Academy of Management Review, 24(2), 249–265.
Parker, S., Williams, H. y Turner, N. (2006). Modeling the Antecedents of Proactive Behavior at Work. Journal of Applied Psychology, 91(3), 636–652.
Paulus, P. y Dzindolet, M. (2008). Social Influence, Creativity and Innovation. Social Influence, 3(4), 228–247.
Pfeffer, J. (1981). Power in Organizations. Boston: Harvard Business School Press.
Salas, E., Cooke, N. y Rosen, M. (2008). On Teams, Teamwork, and Team Performance: Discoveries and Developments. Human Factors: The Journal of the Human Factors and Ergonomics Society, 50(3), 540–547.
Shea, G. y Guzzo, R. (1987). Group effectiveness: What really matters? Sloan Management Review, 3, 25–31.
Spreitzer, G. (1995). Psychological empowerment in the workplace: dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465.
Spreitzer, G., Kizilos, M. y Nason, S. (1997). A Dimensional Analysis of the Relationship between Psychological Empowerment and Effectiveness Satisfaction, and Strain. Journal of Management.
Thibaut, J. y Kelley, H. (1959). The Social Psychology of Groups. New York: John Wiley & Sons.
Thomas, K. y Velthouse, B. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic tasks motivation. Academy of Management Review, 15(4), 666–681.
Williams, H., Parker, S. y Turner, N. (2010). Proactively performing teams: The role of work design, transformational leadership, and team composition. Journal of Occupationaland Organizational Psychology, 83, 301–324.
Wu, C.-H. y Wang, Z. (2015). How transformational leadership shapes teamproactivity: the mediating role of positive affective tone and the moderating role of team task variety. Group Dynamics: Theory, Research, and Practice, 19(3), 137–151.
Bandura, A. (1986). Social foundations of thought and action A social-cognitive view. Englewood Cliffs, NJ: Prentice-Hall.
Bateman, T. y Crant, M. (1993). The Proactive Component of Organizational Behavior: A Mesure and Correlates. Journal of Organizational Behavior, 14(2), 103–118.
Bateman, T. y Crant, M. (1999). Proactive Behavior: Meaning, Impact, Recommendations. Business Horizons, 42(3), 63–71.
Blau, P. (1964). Exchange and Power in Social Life. Chichester, Wiley.
Boren, R. (1994). Don’t Delegate –Empower. Supervisory Management, 39(10), 10.
Bowers, K. (1973). Situationism in psychology: An analysis and a critique. Psychological Review, 80(5), 307–336.
Chen, G. y Kanfer, R. (2006). Toward a Systems Theory of Motivated Behavior in Work Teams.Research in Organizational Behavior, 27, 223–267.
Chen, G., Kirkman, B., Kanfer, R., Allen, D. y Rosen, B. (2007). A multilevel study of leadership, empowerment, and performance in teams. The Journal of Applied Psychology, 92(2), 331–46.
Cohen, S. y Bailey, D. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23(3), 239–290.
CONACYT. (2015). Informe general del estado de la ciencia, la tecnología y la innovación-México 2015.
Conger, J. y Kanungo, R. (1988). The Empowerment Process: Integrating Theory and Practice. Academy of Management Review, 13(3), 471–482.
Crant, M. (1995). The Proactive Personality Scale and Objective Job Performance Among Real Estate Agents. Journal of Applied Psychology, 80(4), 532–537.
Crant, M. (2000). Proactive Behavior in Organizations. Journal of Management, 26(3), 435–462. Retrieved from http://abufara.com/abufara.net/images/abook_file/Proactive Behavior in Organizations.pdf
Erkutlu, H. (2012). The impact of organizational culture on the relationship between shared leadership and team proactivity. Team Performance Management, 18(1/2), 102–119.
Erkutlu, H. y Chafra, J. (2012). The impact of team empowerment on proactivity: the moderating roles of leader’s emotional intelligence and proactive personality. Journal of Health Organization and Management, 26(5), 560–577.
Etzkowitz, H., Webster, A., Gebhardt, C. y Terra, B. R. C. (2000). The future of the university and the university of the future: evolution of ivory tower to entrepreneurial paradigm. Research Policy, 29(2), 313–330. H
Garcia, M., Zouaghi, F. y Garcia, T. (2016). Diversity is strategy: The effect of R&D team diversity on innovative performance. R&D Management, 1–19.
Gore, P. (2006). Academic Self-Efficacy as a Predictor of College Outcomes: Two Incremental Validity Studies. Journal of Career Assessment, 14(1), 92–115.
Grant, A. y Ashford, S. (2008). The Dynamics of Proactivity at Work. Research in Organizational Behavior, 28, 3–34.
Griffin, M., Neal, A. y Parker, S. (2007). A New Model of Work Role Performance: Positive Behavior in Uncertain and Interdependent Contexts. Academy of Management Journal, 50(2), 327–347.
Hackman, R. y Oldham, G. (1975). Development of the Job Diagnostic Survey.Journal of Applied Psychology, 60(2), 159–170.
Hair, J. F., Anderson, R. E., Tatham, R. L. y Black, W. C. (1999). Analisis multivariante (Hair).pdf (Quinta). Madrid: Prentice-Hall.
Huang, Q., Liu, H. y Zhong, X. (2013). The impact of transactive memory systems on team performance. Information Technology & People, 26(2), 191–212.
Hyatt, D. y Ruddy, T. (1997). An Examination of the Relationship Between Work Group Characteristics and Performance: Once More Into the Breech. Personnel Psychology, 50(3), 553–585.
James, L., Demaree, R. y Wolf, G. (1984). Estimating Within-Group Interrater Reliability With and Without Response Bias. Journal of Applied Psychology, 69, 85–98.
Jiang, X., Flores, H., Leelawong, R. y Manz, C. (2016). The effect of team empowerment on team performance: A cross-cultural perspective perspective on the mediating roles of knowledge sharing and intra-group conflict. International Journal of Conflict Management, 27(1), 62–87.
Kaplan, R. y Saccuzzo, D. (2013). Psychological Testing: Principles, Applications, and Issues. Belmont, California: Wadsworth.
Kirkman, B. y Rosen, B. (1999). Beyond Self-Management: Antecedents and Consequences of Team Empowerment. Academy of Management Journal, 42(1), 58–74.
Kirkman, B. y Rosen, B. (2000). Powering up teams. Organizational Dynamics, 28(3), 48–65.
Lazzeroni, M. y Piccaluga, A. (2003). Towards the Entrepreneurial University. Local Economy, 18(1), 38–48.
Lee, J. y Wei, F. (2011). The mediating effect of psychological empowerment on the relationship between participative goal setting and team outcomes –a study in China. The International Journal of Human Resource Management, 22(2), 279–295.
Lee, M. y Koh, J. (2001). Is empowerment really a new concept? International Journal of Human Resource Management, 12(4), 684–695.
Maden, C. (2015). Linking high involvement human resource practices to employee proactivity: The role of work engagement and learning goal orientation. Personnel Review, 44(5), 720–738. Retrieved from
Mathieu, J., Gilson, L. y Ruddy, T.(2006). Empowerment and team effectiveness: an empirical test of an integrated model. The Journal of Applied Psychology, 91(1), 97–108.
Maynard, T., Mathieu, J., Gilson, L., O’Boyle, E. y Cigularov, K. (2012). Drivers and outcomes of team psychological empowerment: A meta-analytic review and model test. Organizational Psychology Review, 3(2), 1–36.
Mendoza, J. (2005). Toward a group empowerment model in organizations: A structural equation modeling approach. Instituto Tecnológico y de Estudios Superioresde Monterrey.
Menon, S. (2001). Employee empowerment: An integrative psychological approach. Applied Psychology: An International Review, 50, 153–180.
Morgeson, F. y Hofmann, D. (1999). The structure and function of collective constructs: Implications formultilevel research and theory development. Academy of Management Review, 24(2), 249–265.
Parker, S., Williams, H. y Turner, N. (2006). Modeling the Antecedents of Proactive Behavior at Work. Journal of Applied Psychology, 91(3), 636–652.
Paulus, P. y Dzindolet, M. (2008). Social Influence, Creativity and Innovation. Social Influence, 3(4), 228–247.
Pfeffer, J. (1981). Power in Organizations. Boston: Harvard Business School Press.
Salas, E., Cooke, N. y Rosen, M. (2008). On Teams, Teamwork, and Team Performance: Discoveries and Developments. Human Factors: The Journal of the Human Factors and Ergonomics Society, 50(3), 540–547.
Shea, G. y Guzzo, R. (1987). Group effectiveness: What really matters? Sloan Management Review, 3, 25–31.
Spreitzer, G. (1995). Psychological empowerment in the workplace: dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465.
Spreitzer, G., Kizilos, M. y Nason, S. (1997). A Dimensional Analysis of the Relationship between Psychological Empowerment and Effectiveness Satisfaction, and Strain. Journal of Management.
Thibaut, J. y Kelley, H. (1959). The Social Psychology of Groups. New York: John Wiley & Sons.
Thomas, K. y Velthouse, B. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic tasks motivation. Academy of Management Review, 15(4), 666–681.
Williams, H., Parker, S. y Turner, N. (2010). Proactively performing teams: The role of work design, transformational leadership, and team composition. Journal of Occupationaland Organizational Psychology, 83, 301–324.
Wu, C.-H. y Wang, Z. (2015). How transformational leadership shapes teamproactivity: the mediating role of positive affective tone and the moderating role of team task variety. Group Dynamics: Theory, Research, and Practice, 19(3), 137–151.