I am deeply interested in change-related behaviors, more precisely initiative taking / proactivity, and their interplay with emotions, well-being, and cognitive functionning. After 8 years of professional experience in the banking industry, I did my PhD at ESSEC Business School on the "Dark Side of Proactivity". I also enjoy teaching topics related to organizational behavior, change, and interpersonal relationships in a organizational settings.
Laurie J. Barclay; Tina Kiefer; Mouna El Mansouri
Navigating the era of disruption : How emotions can prompt job crafting behaviors Journal Article
In: Human Resource Management, vol. 61, no. 3, pp. 335-353, 2022.
@article{barclay_1919,
title = {Navigating the era of disruption : How emotions can prompt job crafting behaviors},
author = {Laurie J. Barclay and Tina Kiefer and Mouna El Mansouri},
url = {https://onlinelibrary.wiley.com/doi/10.1002/hrm.22095},
year = {2022},
date = {2022-06-01},
journal = {Human Resource Management},
volume = {61},
number = {3},
pages = {335-353},
abstract = {Environmental disruptions can disturb the status quo. This can create the need for employees to navigate rapidly evolving demands in their work environment, often before formalized strategic plans can be developed and/or implemented. As such, understanding how employees experience and respond to these disruptions is critical for effective strategic human resource management. Drawing on appraisal theories of emotion, we argue that employees' appraisals of how the disruption has impacted their work can elicit discrete emotions (e.g., frustration and pride). In turn, these emotions can encourage employees to address challenges and opportunities by engaging in job crafting behaviors. Importantly, job crafting behaviors can have implications for subsequent employee outcomes (e.g., performance and well-being). We test our predictions using a three-wave survey (N = 402) in the context of the COVID-19 pandemic?an unexpected environmental disruption that sparked rapid change. Theoretically, our findings provide insight into why and how employees can self-initiate changes to their jobs in response to environmental disruptions as well as how job crafting behaviors impact employee outcomes. Practically, our findings provide insight and guidance to SHRM practitioners on how to effectively support and manage employees before, during, and after environmental disruptions.},
note = {First published online in 2021},
keywords = {},
pubstate = {published},
tppubtype = {article}
}
Mouna El Mansouri; Karoline Strauss
Resistance to Proactive Behavior: Impact on Proactive Individuals' Emotions and Subsequent Behaviors Conference
Twelfth International Conference on Emotions and Organisational Life ?EMONET XII' 2020, Virtual, 2020.
@conference{el_mansouri_1929,
title = {Resistance to Proactive Behavior: Impact on Proactive Individuals' Emotions and Subsequent Behaviors},
author = {Mouna El Mansouri and Karoline Strauss},
url = {http://www.emotionsnet.org/conferences/emonet-xii/best-student-paper-award-resistance-to-proactive-behavior-impact-on-proactive-individuals-emotions-and-subsequent-behaviors/},
year = {2020},
date = {2020-07-01},
booktitle = {Twelfth International Conference on Emotions and Organisational Life ?EMONET XII' 2020},
address = {Virtual},
abstract = {Building on appraisal theory, we investigate how proactive individuals experience and react to resistance to their proactive behavior within organizations on a daily basis. We propose that, for proactive individuals, resistance to their proactive behavior is associated with the negative emotions of anger and anxiety. These emotions, usually seen as problematic, in turn affect differentially subsequent behavior. More specifically, we hypothesize that anger is associated with counterproductive work behavior and that anxiety is associated with further proactive behavior. Using a diary study with event sampling, we asked participants recruited via an online panel during five consecutive days whether they tried to proactively initiate a change at work before displaying event-specific questions. Results based on 124 proactivity events from 82 respondents indicated that resistance to proactive behavior is followed by anger and anxiety. Anger was associated with counterproductive work behavior. Anxiety was associated with further proactive behavior. Our findings highlight that, when faced with resistance, proactive individuals may experience the negative emotions of anger and fear. We also show that some negative emotions (anxiety), usually seen as problematic, may be linked to positive outcomes and fuel further proactive behavior.},
keywords = {},
pubstate = {published},
tppubtype = {conference}
}
Valery Yakubovich; Roman V. Galperin; Mouna El Mansouri
Timing Is Money: The Flexibility and Precariousness of Login Employment Conference
34th EGOS Colloquium, Tallinn, Estonia, 2018.
@conference{yakubovich_1931,
title = {Timing Is Money: The Flexibility and Precariousness of Login Employment},
author = {Valery Yakubovich and Roman V. Galperin and Mouna El Mansouri},
url = {https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3247017},
year = {2018},
date = {2018-07-01},
booktitle = {34th EGOS Colloquium},
address = {Tallinn, Estonia},
abstract = {In the gig economy, workers gain scheduling flexibility but lose guarantees of paid workload. Since a schedule without work has no value to workers, the size and variance of workload within an observed schedule become key dimensions of precariousness. Using detailed work data on over ten thousand agents working in a virtual call center (VCC), which pioneered a gig-based on-demand employment model fifteen years ago, we show that workers' control over their schedule does little to enhance employment security. The only simultaneous increase in size and reduction in variance of workload comes from trading off flexibility for security by making advance commitments to a specific schedule in exchange for priority in receiving calls. The case gives the first evidence of an innovative economic work arrangement - Login Employment - that combines formal relational contracts with informal directive control and thus becomes a mirror image of the traditional employment relationship.},
keywords = {},
pubstate = {published},
tppubtype = {conference}
}
Mouna El Mansouri; Laurie J. Barclay; Tina Kiefer
How employees adapt to change prompted by COVID-19: importance of discrete emotions and proactivity Proceedings Article
In: Academy of Management Proceedings, Virtual, 2021, ISBN: Academy of Management Proceedings.
@inproceedings{el_mansouri_1927,
title = {How employees adapt to change prompted by COVID-19: importance of discrete emotions and proactivity},
author = {Mouna El Mansouri and Laurie J. Barclay and Tina Kiefer},
url = {https://journals.aom.org/doi/abs/10.5465/AMBPP.2021.12429abstract},
issn = {Academy of Management Proceedings},
year = {2021},
date = {2021-08-01},
booktitle = {Academy of Management Proceedings},
address = {Virtual},
abstract = {The COVID-19 pandemic has initiated unprecedented organizational change. Whereas the organizational change literature has focused on how employees reactively respond to planned strategic change efforts, the COVID-19 pandemic has thrust employees into an active role in which they must adapt to the rapidly evolving demands of their environment. Drawing on appraisal theories, we argue that employees can appraise how the changes prompted by COVID-19 have impacted the meaningfulness of their work and their work effectiveness. In turn, these appraisals can elicit positive and negative discrete emotions, which can provide employees with guidance on how to navigate the opportunities and challenges in their work environment. We test our predictions using a three-wave survey design (N = 402) during the COVID-19 pandemic. Results indicate that COVID-19 related changes that increased the meaningfulness of work elicited pride whereas changes that reduced work effectiveness elicited frustration and anxiety. In turn, these discrete emotions differentially prompted promotion-oriented and prevention-oriented proactive behaviors. Importantly, both promotion-oriented and prevention-oriented proactive behaviors enhanced employees' subsequent adaptivity to change. Our findings provide insight into how employees can actively respond to change related to the COVID-19 pandemic, including how they can self-initiate changes to their jobs in response to rapid change in their environment, how discrete emotions (i.e., pride, anxiety, and frustration) can differentially propel proactive behaviors, how negative emotions may prompt behaviors that can enhance adaptivity (rather than being dysfunctional for change), and how both promotion and prevention-oriented proactive behaviors can enhance employees' adaptivity to change.},
keywords = {},
pubstate = {published},
tppubtype = {inproceedings}
}
Mouna El Mansouri; Karoline Strauss; Doris Fay; Julia Smith
The Impact of Daily Individual Proactive Behavior on Working Memory Proceedings Article
In: Academy of Management Proceedings, Virtual, 2020, ISBN: Academy of Management Proceedings.
@inproceedings{el_mansouri_1928,
title = {The Impact of Daily Individual Proactive Behavior on Working Memory},
author = {Mouna El Mansouri and Karoline Strauss and Doris Fay and Julia Smith},
url = {https://journals.aom.org/doi/abs/10.5465/AMBPP.2020.14033abstract},
issn = {Academy of Management Proceedings},
year = {2020},
date = {2020-08-01},
booktitle = {Academy of Management Proceedings},
address = {Virtual},
abstract = {Prior literature has hinted to costs of proactive behavior on individuals' mental energy and resources. Yet, no studies have explored the impact of proactivity on cognitive resources or its mechanisms. Assuming that attentional resources are finite and need to be allocated between competing demands, we propose that individual task proactivity has a negative impact on end-of-day working memory (WM) performance via hindrance stressors because of intrusive thoughts occupying cognitive resources. On the other hand, given that proactivity is primarily geared towards increasing effectiveness and progress in core tasks, we also consider the potential positive impact of such proactive behavior on end-of-day WM performance via perceived work goal progress freeing up cognitive resources. We conducted a daily diary study (n = 163, k = 701) over five consecutive days. Using multilevel modeling, we found that proactivity was positively associated with hindrance stressors which in turn have a negative impact on end-of-day WM performance. We also found that proactivity was positively associated with perceived work goal progress which in turn had a positive impact on end-of-day WM performance. Our findings suggest that higher levels of daily proactive behavior are associated with impaired executive functioning, supporting the resource intensive nature of proactivity."},
keywords = {},
pubstate = {published},
tppubtype = {inproceedings}
}
Mouna El Mansouri; Karoline Strauss; Doris Fay; Julia Smith
Proactive but Forgetful? Impact of Daily Individual Proactive Behavior on Working Memory Proceedings Article
In: Academy of Management Proceedings, Boston, 2019, ISBN: Academy of Management Proceedings.
@inproceedings{el_mansouri_1930,
title = {Proactive but Forgetful? Impact of Daily Individual Proactive Behavior on Working Memory},
author = {Mouna El Mansouri and Karoline Strauss and Doris Fay and Julia Smith},
url = {https://journals.aom.org/doi/abs/10.5465/AMBPP.2020.14033abstract},
issn = {Academy of Management Proceedings},
year = {2019},
date = {2019-08-01},
booktitle = {Academy of Management Proceedings},
address = {Boston},
abstract = {Prior literature has hinted to costs of proactive behavior on individuals' mental energy and resources. Yet, no studies have explored the impact of proactivity on cognitive resources or its mechanisms. Assuming that attentional resources are finite and need to be allocated between competing demands, we propose that individual task proactivity has a negative impact on end-of-day working memory (WM) performance via hindrance stressors because of intrusive thoughts occupying cognitive resources. On the other hand, given that proactivity is primarily geared towards increasing effectiveness and progress in core tasks, we also consider the potential positive impact of such proactive behavior on end-of-day WM performance via perceived work goal progress freeing up cognitive resources. We conducted a daily diary study (n = 163, k = 701) over five consecutive days. Using multilevel modeling, we found that proactivity was positively associated with hindrance stressors which in turn have a negative impact on end-of-day WM performance. We also found that proactivity was positively associated with perceived work goal progress which in turn had a positive impact on end-of-day WM performance. Our findings suggest that higher levels of daily proactive behavior are associated with impaired executive functioning, supporting the resource intensive nature of proactivity."},
keywords = {},
pubstate = {published},
tppubtype = {inproceedings}
}
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