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This paper aims to explore how leader career calling stimulates employee career growth, with the supervisor–subordinate guanxi serving as a moderating factor.

Study 1 demonstrated that high leader career calling served as a catalyst for employee career crafting. The experiment provided causal evidence for the relationship between these two constructs, exhibiting strong internal validity. However, due to the challenges in measuring supervisor–subordinate guanxi and career growth within the context of a scenario experiment, Study 2 was designed to test the entire model and enhance the external validity of the findings.

Leader career calling significantly predicts employee career growth, while employee career crafting serves as a mediating mechanism in the relationship between leader career calling and employee career growth. Moreover, supervisor–subordinate guanxi positively moderates the relationship between leader career calling and employee career crafting. Furthermore, the mediating effect of employee career crafting in the relationship between leader career calling and employee career growth is contingent upon the quality of supervisor–subordinate guanxi. This study sheds light on the role of leader career calling in employee career growth and provides insights into the mechanisms facilitating employee career growth.

Firstly, it explores leader-to-employee career calling transmission, extending the career calling study beyond individual impacts. It emphasizes how leaders' work attitudes shape employee career growth. Secondly, it reveals career crafting as a mediator between leader career calling and employee career growth, identifying a new influence mechanism and expanding upon the primarily job crafting-focused existing literature. Lastly, it identifies supervisor–subordinate guanxi quality as a moderator in the leader career calling-employee career crafting relationship. This perspective enriches career calling research, illustrating how specific conditions stimulate career crafting.

As an increasingly important variable in the career field, career sustainability has received particular attention, yet few empirical studies have been conducted to examine its antecedents. The authors propose a moderated mediation model based on the goal-setting theory and the wise proactivity perspective for exploring when and how self-goal setting can influence career sustainability.

The authors use a time-lagged design and collect three waves of data from 1,260 teachers in basic education schools in China. The authors test the proposed hypotheses with SPSS 26.0 and Mplus 8.3.

The results show that self-goal setting positively relates to career sustainability and that career crafting plays a mediating role in this relationship. This relationship is strengthened when perceived organizational goal clarity is high.

The authors extend the application scenarios of the goal-setting theory to the field of career research and find out that self-goal setting is also a self-initiated and wise antecedent of career sustainability. From a wise proactivity perspective, the authors examine the mediating mechanism of career crafting to make positive career outcomes. Furthermore, the authors consider the impact of perceived organizational goal clarity as a boundary condition and broaden the understanding of “when to wise proactivity” from the goal-setting theory.

Externalities influence the career trajectories of self-initiated expatriates (SIEs) and their respective career crafting. This study aims to explore the international career crafting of SIEs (encompassing their proactive career reflection and construction), taking the combined external influences of complexity, chance and change into consideration.

The authors employ a qualitative (interpretative) approach, combining career crafting and the chaos theory of careers (CTC) to further understand, from an individual standpoint, the impact of externalities on the career crafting strategies of 24 SIEs who have relocated within the European Union.

The authors show that SIEs' proactively craft their careers to varying degrees and with varying frequency. The CTC – incorporating complexity, chance and change – allows for a more nuanced understanding of SIEs' career crafting.

This paper applies the concept of career crafting to an international context, exploring the impact of externalities on SIEs' careers. In this way, the authors combine two previously separate theories, extend the application of career crafting to an international career context and emphasise the role of temporality and the whole-life view of career in SIEs’ career crafting approach.

While women are increasingly in senior positions in accountancy firms, a century after gaining entry to this once exclusively male field, they are still struggling to achieve career success. The concept of possible selves and a model of career crafting are activated in an analysis of how a set of New Zealand professional accountants have pursued their careers. This paper aims to focus on how people actively craft career selves in the context of organisational and gendered constraints, some of which are self-imposed, and therefore, can be modified and revised.

Interviews with 36 male and female accounting professionals in New Zealand – 21 working in private firms and 15 in academia identify how careers are shaped by contexts, cultural understandings of gender, organisational structures within which accountants are located and wider environmental factors.

Women accountants in this study are both agential and responsive to a range of constraints they encounter. These women challenge the notion that professional achievement requires single minded allegiance to a career; their strategic career crafting demonstrates how career and family commitments are not irreconcilable but can be skilfully integrated to nurture multiple selves. Their strategies are considered alongside those of a comparable set of male accountants.

This paper contributes to the literature on possible selves and the complexity of gendered lives through the application of a career crafting matrix to explore how accounting professionals forge careers and construct multiple selves.

As the notions of protean career and job crafting share a common emphasis on self-management, proactivity and customization, this study aimed to examine if the associations between protean career, subjective and objective career success were mediated by job crafting, assessed via its three main dimensions (i.e. increasing structural job resources, increasing social job resources and increasing challenging job demands).

The authors sampled 594 Italian employees using a time-lagged research design: protean career was assessed at T1 and job crafting and career success at T2. Responses were analyzed through structural equation modeling.

This study’s results showed that increasing structural job resources mediated the association of protean career with subjective career success, while increasing challenging job demands mediated its association with objective career success.

In contrast to previous studies, in this contribution, the mediating role of job crafting is disentangled by taking into account its three respective dimensions. Additionally, the authors included both forms of career success as outcomes of protean career. Implications for future research and practical recommendations are presented and discussed.

Using career construction theory, the authors empirically examine the mechanism by which career adaptability promotes employee subjective career success (career satisfaction and career commitment) through job crafting.

A moderated mediation model is tested using survey data from 324 full-time business professionals in France. Hypotheses are tested using structural equation modeling (SEM).

he authors found that job crafting mediated the relationship between career adaptability and subjective career success (career satisfaction and career commitment). The positive effect of career adaptability on job crafting was greater under higher levels of lone wolf personality and positive perfectionism, as was the indirect effect of career adaptability on subjective career success via job crafting.

data are cross-sectional in nature. Robust theoretical contentions and affective means of identifying common method variance (CMV) are addressed and evaluated.

High levels of career adaptability may be a useful strategy for promoting employee job crafting and subjective career success. In addition, individuals with lone wolf personality and positive perfectionism should be given opportunities to craft their jobs in the workplace.

This research confirms a moderated mediation model positioning job crafting as a mediator of career adaptability's effects on employee subjective career success and lone wolf and positive perfectionism as moderators of such effects. This study suggests that job crafting and career-focused personality traits are important factors that influence the relationship between career adaptability and subjective career success.

The purpose of this study is to explore the struggle for entry and career success of the early pioneer women accountants in Great Britain and its former colonies the USA, Canada, Australia and New Zealand.

A career crafting matrix guides the analysis of historical information available on five pioneer women accountants in order to understand their success in gaining entry into the profession and their subsequent careers.

Despite an exclusionary environment, career crafting efforts coupled with family and organizational support enabled these women to become one of the first female accountants in their respective countries. Their struggles were not personal but much broader—seeking social, political, economic and professional empowerment for women.

This is the first paper to utilize the career crafting matrix developed from current female accountants' careers to explore careers of pioneering female accountants. It adds to the limited literature on women actors in accounting and may provide insight into approaching current forms of difference and discrimination.

Career dissatisfaction can be defined as an unpleasant or a negative emotional state that results from the appraisal of one’s career. This negative affective appraisal might motivate an individual to take actions to improve the situation. This paper examines career dissatisfaction as a trigger for employee job crafting in terms of altering the task and the relational boundaries of the work.

The paper further theorizes that employee contextual resource (i.e., job social support) and personal resource (i.e., occupational self-efficacy) will interact with career dissatisfaction to result in job crafting. Two-wave data were collected from a sample of 246 Chinese employees.

As hypothesized, employees with career dissatisfaction exhibited the highest levels of task and relational job crafting when they received adequate support from coworkers and supervisors and were confident about their occupational abilities.

The findings suggest that under certain conditions employee career dissatisfaction could be transformed into proactive work behavior (i.e., job crafting).

This study investigates when and for whom job crafting may turn into job quitting. The authors hypothesize that approach job crafting relates more positively to turnover intentions and subsequent voluntary job changes among employees with (a) high (vs low) need for career challenges and (b) those with high (vs low) self-esteem.

Data were collected from 575 employees of a large public organization in the Netherlands with two measurement moments three months apart. Hypotheses were tested using cross-lagged regression analyses and path modeling.

Supporting the hypotheses, approach crafting related positively to an increase in turnover intentions only among employees with high need for challenge or high self-esteem. Moreover, via turnover intentions at Time 1, approach crafting related positively to the voluntary job change at Time 2 for employees with (a) high need for challenge, as well as those with (b) high self-esteem. These findings held after controlling for avoidance crafting.

This study has been conducted in a relatively homogenous sample. Future research may test the predictions in a more heterogeneous sample, including participants from different cultural and economic contexts.

The authors advise human resource (HR) professionals to facilitate the job crafting efforts of employees with a high need for challenge and those with high self-esteem because these groups are particularly at risk of voluntarily quitting their jobs. Adopting insights from the wise proactivity model may help ensure that job crafting benefits both employees and employers.

This study brings clarity to the inconsistent relationships between job crafting and job quitting by using the wise proactivity model as an explanatory framework.

The study focuses on intraindividual trajectory of job crafting change over time. Integrating the self-regulation and demands-resources perspectives, this study examines how career support from family and friends interacts with job autonomy to influence the change pattern of job crafting.

Four waves of self-report survey data were collected in a semester from 324 university professors and instructors in China. Latent growth curve modeling was used to examine intraindividual change of job crafting and conducted latent interaction analysis to test the joint effect of autonomy and career support from family and friends on job crafting change.

There was a general declining trend in job crafting over the course of a semester. Career support from family and friends moderated the association between job autonomy and job crafting maintenance. Specifically, when career support was low, job autonomy was negatively associated with job crafting maintenance.

The study showed that job crafting maintenance over time is distinct from the typical between-person conceptualization. Further, job crafting maintenance was predicted from a self-regulatory perspective. However, the unique context of college faculty from China may limit generalization of the findings.

Managers should recognize the challenges in maintaining job crafting over time. In addition to providing autonomy at work, organizations may benefit from establishing channels for employees to receive career support from non-work domains.

The authors adopt a self-regulation perspective to understand intraindividual change in job crafting over time and situate the current investigation in the cyclical nature of university faculty’s job.