The manner in which you craft your job depends on the context: evidence from Poland and China
Cross Cultural & Strategic Management
ISSN: 2059-5794
Article publication date: 21 August 2024
Issue publication date: 27 November 2024
Abstract
Purpose
Drawing on the job demands-resources theory (JD-R), this study aims to discuss the relationship between paradoxical leadership and job crafting (approach and avoidance), considering the moderating role of overwork climate and organisational identification in two cultural context (China and Poland).
Design/methodology/approach
The research was conducted on employees from diversified organisations in two different cultural context: China (N = 408) and Poland (N = 400). Statistical verifications of the three-way interaction effect were conducted with Jamovi version 2.3 and multigroup analysis with SPSS AMOS version 29.
Findings
The results showed that employees who perceive high levels of paradoxical leadership and overwork climate as well as possess a high level of organisational identification engage stronger in job crafting, both approach and avoidance. Moreover, the results demonstrated that the dimensions of culture: individualism-collectivism moderate the relationship between the variables tested, in such a way that the relationship is stronger with the lower level of individualism.
Research limitations/implications
This study has two limitations: its cross-sectional design and the use of self-reported questionnaire data.
Originality/value
The study expands knowledge of the relationship between paradoxical leadership and job crafting in two different cultural contexts.
Keywords
Acknowledgements
Funding: This work was supported by the National Centre for Science [Decision No. 2017/25/B/HS4/01395] and the Science Foundation of Ministry of Education of China [Grant number: 19YJA630064].
Citation
Wojtczuk-Turek, A., Turek, D., Tan, L. and Gao, H. (2024), "The manner in which you craft your job depends on the context: evidence from Poland and China", Cross Cultural & Strategic Management, Vol. 31 No. 4, pp. 584-610. https://doi.org/10.1108/CCSM-05-2023-0081
Publisher
:Emerald Publishing Limited
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