New features of today's organizations have led to the emergence of a new organizational structure called proactive behavior and to be considered as one of the important organizational behaviors. The reason for this importance is the effect that this structure has had on increasing individual, team and organizational effectiveness. Despite the proliferation of studies related to this structure, they are scattered and lack the necessary integration. In relation to reducing this gap, the present study, using a systematic review method and referring to scientific texts published in the time domain (1985-2019) has tried to clarify the conceptual concept of pioneering behavior, to count the antecedents related to this behavior. Findings led to the introduction of three types of individual, motivational and contextual antecedents with moderating variables of the intermediate group. Also, enumerating group and organizational antecedents as factors affecting individual behavior and affected by it and examining pioneering behavior in the form of longitudinal studies to reinforce the findings of this study were proposed as future directions of research.

New features of today's organizations have led to the emergence of a new organizational structure called proactive behavior and to be considered as one of the important organizational behaviors. The reason for this importance is the effect that this structure has had on increasing individual, team and organizational effectiveness. Despite the proliferation of studies related to this structure, they are scattered and lack the necessary integration. In relation to reducing this gap, the present study, using a systematic review method and referring to scientific texts published in the time domain (1985-2019) has tried to clarify the conceptual concept of pioneering behavior, to count the antecedents related to this behavior. Findings led to the introduction of three types of individual, motivational and contextual antecedents with moderating variables of the intermediate group. Also, enumerating group and organizational antecedents as factors affecting individual behavior and affected by it and examining pioneering behavior in the form of longitudinal studies to reinforce the findings of this study were proposed as future directions of research.

The present study has been conducted with a mixed method approach to analyse a model of proactive strategic behavior for emoloyees. The research type is practical -developmental. The qualitative phase is implemented by Grounded Theory. The qualitative sector data were summarized in 18 semi-structured interviews with the selected experts of the university and organization under study and then the coding process in three distinct stages. The result of this phase of this study was extraction and design of interconnected categories in the form of Casual Conditions, Axial Conditions, Context Conditions, Intervening Conditions, Actions and Consequences of paradigm of proactive strategic behavior of employees. After identifying each of the selected template categories, each of the template elements was selected and elaborated in details. The qualitative research results set was tested in a quantitative section using a researcher-made questionnaire. For this purpose, a sample of 370 individuals for participation in the study was selected, then quantitative data set was analyzed by descriptive and inferential statistical methods and then, the data were analyzed using structural equation modeling in PLS software.

Employees 'strategic proactive behaviors in the organization underpin the continuous improvement of individual and organizational job performance, because accelerated environmental dynamics require some form of increased intellectual and practical capacity to improve existing or create new ones that are embedded in employees' strategic proactive behaviors. Although there has been a lot of research into the antecedents and consequences of proactive behavior by managers and employees, so far the model of forming such behaviors in employees has not been addressed. This research is a fundamental research, and it's kind of a grounded theory. Grounded theory is used to theorize organizational phenomena. The purpose of this study was to understand the grounded theory the model of shaping employees' strategic proactive behaviors in a selected research organization. The data were summarized in 18 semistructured interviews with the selected experts of the university and organization under the study and then the interconnected categories in the form of Casual Conditions, Axial Conditions, Context Conditions, Intervening Conditions, Strategies and Consequences of paradigm of proactive strategic behavior of employees were identified. Research findings can help managers understand the policies, systems, and practices that help shape or prevent such behaviors.

Aim: The present research was conducted with the aim of investigating the effect of proactive personality on proactive work behavior, emphasizing the mediating role of job satisfaction and role breadth self-efficacy in employees. Method: The current research is applied in terms of purpose and descriptive-correlation in terms of implementation method. The statistical population of the research was 360 employees of one of the component manufacturing companies of Iran Khodro Industrial Group, of which 186 people were obtained as a statistical sample by a non-probability method. The instrument used was a questionnaire, which was used to determine the validity of face validity, and the reliability of the questionnaires was confirmed using Cronbach's alpha coefficient. SPSS and PLS software were used to analyze the data of this research . Results: The research results confirmed proactive personality as the factor of proactive work behavior with emphasis on job satisfaction and role breadth self-efficacy in employees. Conclusion: The findings show the important role of proactive personality in the occurrence of proactive work behavior with emphasis on job satisfaction and role breadth self-efficacy. In other words, proactive personality leads to proactive work behavior both directly and through job satisfaction and role breadth self-efficacy.

Introduction: Job stress such as role ambiguity, a situation that arises from the interaction between people and jobs, reduces the performance and job satisfaction. Proactive people eliminate ambiguity in their jobs by behaviors such as innovation. The present study aimed at investigating the impact of proactive personality on job satisfaction and performance mediated by information seeking.Methods: The statistical population of this survey consisted of the official staff and contractual personnel of Bid Boland gas refinery, from whom 260 were selected using the hierarchical random sampling method. The research design of this study was correlation, through structural equation modeling. The data collection tools were Role Ambiguity Scale, Proactive Behavior Questionnaire (Ashford and Black), Job Satisfaction Questionnaire (Brayfield & Rothe), and Job Performance Questionnaire (Paterson). The assessment of the proposed pattern was conducted through path analysis.Results: The results supported the suitability of the relationship between the patterns and the collected data. The results revealed that proactive behavior mediated the effect of role ambiguity in job satisfaction and performance. All the routes in the research model were meaningful (P<0.001) and the overall fit index [root mean square error of approximation (RMSEA)] was 0.04, which represents an excellent fit pattern.Conclusions: Proactive behavior eliminates uncertainty for employees and finally eliminates the negative effects of role ambiguity on job performance and satisfaction and leads to increased performance and satisfaction of employees.