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Introduction
Procrastination is pervasive (Tice and Baumeister, 1997) and has been shown to affect individual and organizational outcomes (Gupta et al., 2012). Historically, research overwhelmingly treats procrastination as a counterproductive construct, often framed as a dysfunctional and/or self-handicapping behavior. However, researchers have more recently recognized that a number of factors contribute to the extent procrastination is or is not problematic. For instance, external constraints, such as the nature and characteristics of events, as well as internal factors, such as the degree of procrastination, have been shown to influence corresponding outcomes (Freeman et al., 2011). Choi and colleagues (Chu and Choi, 2005; Choi and Moran, 2009) proposed a novel framework for procrastination, differentiating between a passive, inhibiting effect and an active, facilitating effect. While inhibiting effects speak to the common perception of procrastination, facilitating effects suggest that procrastination may promote better decision-making, optimize resource utilization, facilitate time management and increase motivation. Despite such contentions, little research has precipitated from these findings.
The changing dynamic of contemporary organizations has necessitated managers to take an expanding and changing role (Crawford, 2004). Managers across levels of an organization are expected to implement effective human resource practices if they want to create a positive work environment and enhance employees’ well-being (Keegan et al., 2012). As work styles change and become more acceptable (i.e. procrastination), managers are expected to advocate for a culture that maximizes their employees’ performance. Historically, procrastination was seen as a counterproductive behavior that organizations should eradicate. As the positive benefits of active procrastination are better understood, it falls to managers to capitalize on the potential benefits of active procrastination while navigating any potential tension between non-procrastinator’s and procrastinator’s in the same work group. Even though corporate culture is slowly changing and becoming less rigid (Licht et al., 2005), the burden is on the manager to allow employees with varying work styles to succeed within the parameters required for organizational success.
It is our goal to provide a more complete and balanced view of procrastination by including conceptualizations from extant literature that highlight both positive and negative aspects of procrastination. Research surrounding procrastination is reviewed to reinforce our call to consider procrastination from a more comprehensive perspective, and not simply as a detrimental behavior....