Hannes Zacher

TL;DR: In this article, the authors report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation, which proposes that the interaction between two complementary leadership behaviors predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high.

Abstract: The expression successful aging at work and related terms such as active, healthy, and productive aging at work are frequently used by organizational researchers and practitioners. However, there are no concrete definitions or theoretical frameworks that explain their meaning, assumptions, and underlying processes. In this paper, I first review conceptualizations of successful aging in the fields of gerontology and life span psychology. Second, I propose a working definition of successful aging at work based on four key elements: criteria, explanatory mechanisms, facilitating and constraining factors, and temporal patterns. I distinguish successful aging at work from usual and unsuccessful aging and from other age-related developments in the work context. Third, I introduce a theoretical framework organized around 5 principles on intraindividual age-related change over time, person and contextual mediators and moderators, and work outcomes. Fourth, I review theoretical and empirical research on age in the workplace published in the past decade through the lens of the proposed theoretical framework. Finally, I conclude this paper by outlining suggestions for future research on successful aging at work, including methodological considerations.

TL;DR: The authors investigated the specific and shared effects of age, job complexity, and the use of successful aging strategies called selection, optimization, and compensation (SOC) in predicting focus on opportunities.

TL;DR: In this article, the authors report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011), which proposes that the interaction between two complementary leadership behaviors (opening and closing) predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high.

TL;DR: In this article, the authors examined the between-persons relationship of corporate environmental strategy and pro-environmental or "green" psychological climate; and whether green psychological climate moderates the within-person relationship of employees' daily green behavioral intentions and their green behavior on the following day.