The impact of feedback from job and task autonomy in the relationship between dispositional resistance to change and innovative work behaviour

Building on an interactionist approach, the present study investigated the moderating role of two task design characteristics, namely task autonomy and feedback from job, in the relationship between dispositional resistance to change and innovative work behaviour. Consistent with a trait activation perspective, it was specifically hypothesized that dispositional resistance to change would have a stronger, positive association with innovative performance when autonomy and feedback were high than when they were low. In a sample of 270 employees from the public sector, task autonomy was found to significantly interact with both composite resistance to change and with three of the four dimensions (routine seeking, short-term thinking, and emotional reaction). Simple slope analyses specifically revealed that individuals high in short-term thinking and emotional reaction exhibited positive relationships with innovative behaviour only in the case of high task autonomy, whereas in the case of low autonomy the relationship was nonsignificant. Furthermore, feedback from job was found to moderate the relationship between overarching dispositional resistance to change, short-term thinking, and emotional reaction, on one hand, and innovative performance, on the other, such that a positive and significant association emerged only in the case of high feedback.