When Job Control Sparks Idea Championing under Pressure

What is it about?

This study explores how giving employees more control over their work (job control) influences their willingness to promote innovative ideas—and when that effect is strongest. Drawing on conservation of resources (COR) theory, the authors argue that job control is a key resource employees can use to gain further resources by advocating useful, though sometimes risky, ideas. Two stressors—role conflict (conflicting demands) and psychological contract violation (perceived broken promises)—are proposed to enhance, not weaken, the benefits of job control. Using survey data from employees of a single organization in the chemical sector in Mexico, the study finds that job control increases idea championing, and that this positive effect is especially strong when employees report high role conflict and high psychological contract violation. In other words, when work feels most draining, employees with discretion are most likely to mobilize support for their ideas—consistent with COR’s prediction that people invest resources when potential gains can offset losses. Practically, the results suggest that granting job control can be a powerful lever for innovation—particularly in tough environments where employees juggle incompatible expectations or feel promises have been broken. Rather than treating adversity only as a brake on positive behavior, managers can use discretion and autonomy to help employees convert pressure into progress by championing solutions that improve the status quo.

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Photo by Nick Fewings on Unsplash

Photo by Nick Fewings on Unsplash

Why is it important?

This research is unique in showing that workplace adversity can amplify (not merely suppress) the return on a core job resource—job control—for idea championing. By demonstrating positive interaction effects with role conflict and psychological contract violation, it advances COR theory from “resources buffer demands” to “demands can heighten the payoff of resources,” illuminating when discretion most powerfully translates into mobilizing support for innovation. It is timely because many organizations face turbulent conditions that raise conflicting demands and strain employer–employee expectations. The findings offer actionable guidance: invest in autonomy-supportive design and clear discretion so employees can turn stressful moments into championing behaviors that move ideas forward—precisely when the organization needs them most.