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Trailblazing Motivation and Employee Performance: A Research Framework and Propositions for Future Studies

In: Vietnamese Business and Sustainable Development in a Globalized and Digitalized Era

Author

Listed:
  • Hoang Ba Nguyen

    (International University, VNU-HCM
    Vietnam National University)

  • Nhat Tan Pham

    (International University, VNU-HCM
    Vietnam National University)

  • Le Khanh Trang Nguyen

    (VIETCOMBANK)

  • Tri Minh Nguyen

    (Tan Tao University)

Abstract

This study introduces and conceptualizes trailblazing motivation—a prosocial drive in which marginalized individuals seek not only personal advancement but also to break barriers and create opportunities for others within their social group. Drawing from Regulatory Focus Theory (RFT) and Self-Determination Theory (SDT), the study explores how workplace adversity, including experiences of discrimination (ED), group-based low performance expectations (LPE), and core self-evaluation (CSE), shapes this unique form of motivation. Based on a comprehensive literature review, we propose a conceptual model in which trailblazing motivation mediates the relationship between these antecedents and key workplace outcomes, such as in-role and extra-role performance. This model highlights the dual role of trailblazing motivation in transforming adversity into personal achievement and contributing to systemic change. The study offers a theoretical foundation for future empirical research and practical insights for organizations aiming to cultivate inclusive and high-performing work environments.

Suggested Citation

  • Hoang Ba Nguyen & Nhat Tan Pham & Le Khanh Trang Nguyen & Tri Minh Nguyen, 2026. "Trailblazing Motivation and Employee Performance: A Research Framework and Propositions for Future Studies," Springer Proceedings in Business and Economics, in: Zafar U. Ahmed & Nhat Tan Pham (ed.), Vietnamese Business and Sustainable Development in a Globalized and Digitalized Era, pages 254-273, Springer.
    • Handle: RePEc:spr:prbchp:978-3-032-24745-2_14
    DOI: 10.1007/978-3-032-24745-2_14
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