24 Chapter 2 THEORETICAL BACKGROUND Modern organizations must constantly adapt to deal with changing circumstances and competitive markets. Flexible and creative employees who are able to deal with changing environments, and who come up with new and useful work-related ideas are key to organizational effectiveness (Harari, Reaves & Viswesvaran, 2016; Unsworth & Parker, 2003). However, in order to function well, people need to feel vital (i.e., full of physical and mental energy; Ryan & Deci, Ryan & Frederick, 1997). When individuals have access to abundant physical and mental energy, they are able to invest these resources in their work and function optimally. Moreover, when levels of physical and mental energy are low, the capacity but also the willingness to perform well may decrease. Research has supported the importance of both physical and mental energy for optimal functioning at work. For example, studies have shown that energetic and positively activated employees may perform more creatively at work (Atwater & Carmeli, 2009; Baas, De Dreu, & Nijstad, 2008; Binnewies & Wörnlein, 2011). Positive activation, which is inherent to the concept of vitality, may promote flexibility, efficiency, creativity, and openness to information (Baas et al., 2008; Fredrickson, 2001). In addition, mental energy and cognitive capacity (e.g., working memory and attention) have been recognized as important contributors to effective and creative performance, as they promote a persistent, focused and systematic approach (Dreu, Nijstad, Baas, Wolsink, & Roskes, 2012) or “the ability to focus attention, to shut out distractions, [and] to persist in search of a solution” (Lykken, 2005, p. 331). Combining these studies with proactivity and energy management literatures, in the present research, we argue that individuals may proactively manage their physical and mental energy to promote their work. Scholars studying human energy in the work context have emphasized the importance of replenishing energy reservoirs after (periods of) work (Fritz, Lam, & Spreizer, 2011; Sonnentag, Venz, Casper, 2017; Trougakos &Hideg, 2009; Zacher, Brailsford, Parker, 2014). For example, employees may unwind after work through evening activities that help them to experience relaxation, psychological detachment, mastery, or feeling in control (i.e., recovery experiences; Sonnentag & Fritz, 2007). Additionally, employees may recover during work (Trougakos & Hideg, 2009), for example through work-related strategies (e.g., check e-mail) or micro-breaks (e.g., have a snack; Fritz et al., 2011; Zacher et al., 2014). These previous
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