Mechanisms underlying proactive work behavior: The roles of employee experience and adaptive performance at Vietnam Steel Corporation

Abstract

In heavy industrial enterprises, employees’ proactive work behavior is increasingly regarded as a critical resource for sustaining organizational effectiveness and adaptability under pressures arising from market volatility, safety requirements, and operational performance demands. This study aims to examine the mechanism through which proactive work behavior is formed among employees at Vietnam Steel Corporation, with a particular focus on the mediating roles of employee experience and adaptive performance. Building on this framework, the study tests the effects of organizational environment factors, including growth opportunities, fairness and support, and culture openness, on employee experience. Survey data were collected from 459 employees and analyzed using partial least squares structural equation modeling (PLS-SEM). The results indicate that adaptive performance exerts the strongest positive effect on proactive work behavior and serves as an important mediating mechanism linking employee experience to proactive behavior. In addition, employee experience is positively influenced by organizational environment factors, among which fairness and support demonstrate the greatest effect. These findings contribute to a clearer understanding of the mechanisms that promote proactive work behavior in heavy industrial contexts and provide a scientific basis for the development of appropriate human resource management policies.