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Irrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study proposes that sales managers’ charismatic leadership interacts with collective proactive personality in predicting collective job crafting, which in turn influences sales teams’ customer relationship performance and financial performance.

Data were collected from 481 sales employees and 64 sales managers from 64 sales departments of tour companies. These multi-source data were analyzed through structural equation modeling.

The findings revealed that charismatic leadership was positively associated with sales teams’ collective job crafting, which was in turn positively related to sales teams’ customer relationship performance and financial performance. Collective proactive personality negatively moderated the impact of charismatic leadership on collective job crafting.

This study advances the extant knowledge by identifying the role of collective job crafting in translating charismatic leadership into sales teams’ performance.

This study aims to unravel the role of teams’ job crafting in translating responsible leadership into their customer relationship performance.

The data were gathered from 87 managers and 608 employees from tour companies. The data analysis was performed via multilevel structural equation modeling.

The results demonstrated that crafting of team tasks played a mediating role for the link of responsible leadership to the team’s customer relationship performance. Task interdependence, outcome interdependence and their interaction attenuated the influence of responsible leadership on collective job crafting.

The results suggest that tourism managers can enhance customer relationship performance of their team through training and development of responsible leadership, encouraging team members’ crafting of team tasks, as well as enhancing outcome and task interdependence.

This research expands the literature by identifying how and when responsible leadership promotes team customer relationship performance in tourism companies.

Despite increasing interest in team performance, particularly in team-based work environment, the literature is underdeveloped in explaining the mechanisms that lead to team performance. The purpose of this paper, a team-level research, is to advance the understanding of one of the mechanisms that explains how participative climate relates to team performance by studying the roles of team job crafting and leader job crafting in the process.

A moderated mediation model of team performance is tested through causal mediation analysis of the R mediation package using multi-sourced data collected from 250 team members working in 58 teams in the software development industry (about participative climate and team job crafting) and from their respective 58 team leaders (about leader job crafting and team performance) through online survey questionnaires.

The results indicate that teams with the perception of a higher level of participative climate are more likely to engage in team job crafting, which, in turn, leads to team performance. However, the data do not support the hypothesized moderating effect of the leader's job crafting.

The findings offer implications for practitioners in designing policies that improve team job performance by better understanding one of the mechanisms through which team performance is improved. The study would potentially guide practitioners on the importance of developing a participating climate in job crafting and team performance.

This study not only contributes to the job crafting literature by introducing participative climate as one of the important antecedents to team job crafting, but also enriches the literature on team effectiveness by explaining and empirically demonstrating the role of team job crafting in the link between participative climate and team performance. To the best of our knowledge, the current study is the first one to conceptualize the role of leaders' job crafting in participative climate, team job crafting, and team performance relationships.

The clinical team’s recovery performance for the failures in the patient care processes plays a crucial role in leveraging the healthcare service quality. The purpose of this paper is to investigate the relationship between collective job crafting and team service recovery performance via the mediation mechanism of team work engagement.

Clinicians including physicians and nurses from hospitals in Ho Chi Minh City of Vietnam were recruited as sources of data for the current study. Structural equation modeling was utilized to conduct the data analysis.

The data analysis demonstrated the role of team work engagement as a mediator for the positive link between collective job crafting and team service recovery performance. Serving culture was also found to have an interaction effect with collective job crafting in predicting team work engagement.

The current research extends service recovery research by examining service recovery performance at the team level as well as collective job crafting as its team-level antecedent.

The purpose of the study is to deepen the understanding of job crafting and its consequences. An occupational framework is proposed as an alternative to the exclusive focus of current theory on the individual and job levels of analysis. This model extends job crafting theory by applying a multilevel framework, examining bottom-up and top-down influences of occupations, and explicates the interplay among occupation- and job-level autonomy and job crafting.

The authors conducted a two-study research program using multilevel modeling and moderated mediation analysis. Data were derived from two large-scale archival databases. Study 1 spanned 701 occupations and 50,729 individuals. Study 2 involved 270 occupations and 3,270 individuals.

Study 1 reveals that nearly one-third of the variability in job crafting is attributable to occupational context. Study 2 shows that occupational contexts moderate individual-level processes, whereby occupational-level crafting moderated the mediated effects between job-level autonomy, job-level crafting and individual-level outcomes.

Results inform interventions that can be used to facilitate job crafting. Increasing autonomy generally increases job crafting, yet this effect does not always hold. This result demonstrates the importance of attending to the occupations in which people work. Also, job crafting is related to positive outcomes for individuals (e.g. satisfaction) but is also linked to some negative consequences (e.g. burnout).

The research empirically demonstrates the need to expand job crafting theory beyond the individual and job levels, as well as offers a deeper and expanded understanding of job crafting and its relationship with people’s occupations.

Objetivo – El objetivo del presente artículo es profundizar en la comprensión de la creación del puesto (job craftig) y sus consecuencias. Se propone un marco ocupacional como alternativa al foco en el individuo y el puesto de trabajo que plantea la teoría existente. Este modelo extiende la teoría de la creación del puesto aplicando un marco teórico multinivel, examinando las influencias abajo-arriba y arriba-debajo de las ocupaciones, y explica la interrelación entre ocupación, autonomía en el puesto y la creación del puesto.

Llevamos a cabo dos estudios utilizando modelización multinivel y análisis de mediación-moderación. Los datos se obtuvieron de dos bases de datos a gran escala. El estudio 1 considera 701 ocupaciones y 50,729 individuos. El estudio 2 considera 270 ocupaciones y 3,270 individuos.

El estudio 1 revela que casi un tercio de la variabilidad en la creación del puesto es atribuible al propio contexto de la ocupación. El estudio 2 muestra que el contexto ocupacional modera los procesos a nivel individual mientras que la creación a nivel ocupacional modera los efectos mediadores entre la autonomía del puesto, la creación del puesto y los resultados a nivel individual.

Los resultados informa acerca de la actividades que pueden favorecer la creación del puesto. Aumentar la autonomía en general aumenta la creación del puesto, aunque este efecto no se da siempre. Este resultado demuestra la importancia de atender las ocupaciones en las que trabajan los empleados. También, la creación del puesto se relaciona con resultados positivos de los empleados (e.g. satisfacción), pero también con algunas consecuencias negativas (e.g. agotamiento).

El trabajo de investigación demuestra empíricamente la necesidad de expandir la teoría sobre la creación del puesto más allá del estudio del individuo o el trabajo, al tiempo que ofrece una comprensión mayor y más profunda sobre la creación del puesto y su relación con la ocupación de los empleados.

Creación del puesto (job crafting), multinivel, ocupación, autonomía del puesto

Tipo de artículo – Trabajo de investigación

O objetivo do presente artigo é aprofundar na compreensão da criação do posto de trabalho (job craftig) e suas consequências. Se propõe um marco ocupacional como alternativa ao foco no indivíduo e no posto de trabalho que a teoria existente planteia. Este modelo estende a teoria da criação do posto aplicando um marco teórico multinível, examinando as influências abaixo acima y acima abaixo das ocupações, e explica a inter-relação entre ocupação, autonomia no posto e a criação do posto de trabalho.

Realizamos dois estudos usando modelagem multinível e análise de mediação-moderação. Os dados foram obtidos de dois bancos de dados de grande porte. O estudo 1 considera 701 ocupações e 50.729 indivíduos. O estudo 2 considera 270 ocupações e 3.270 indivíduos.

O Estudo 1 revela que quase um terço da variabilidade na criação de empregos é atribuível ao próprio contexto de ocupação. O estudo 2 mostra que o contexto ocupacional modera os processos no nível individual, enquanto a criação no nível ocupacional modera os efeitos mediadores entre a autonomia do posto de trabalho, a criação do posto de trabalho e os resultados no nível individual.

Os resultados informam sobre as atividades que podem favorecer a criação do posto de trabalho. Aumentar a autonomia em geral aumenta a criação do posto, embora esse efeito nem sempre ocorra. Este resultado demonstra a importância de atender às ocupações em que os funcionários trabalhem. Além disso, a criação do posto de trabalho está relacionada a resultados positivos dos funcionários (por exemplo, satisfação), mas também a algumas conseqüências negativas (por exemplo, exaustão).

O investigação demonstra empiricamente a necessidade de expandir a teoria da criação de empregos além do estudo do indivíduo ou do trabalho, ao mesmo tempo que oferece uma compreensão mais profunda da criação do posto de trabalho e sua relação com a ocupação dos funcionários.

Criação do posto de trabalho (job crafting), multinível, ocupação, autonomia do posto de trabalho

Trabalho de investigação

The design of a job is deeply consequential for employees’ psychological experiences at work. Jobs are collections of tasks and relationships that are grouped together and assigned to an individual (Ilgen & Hollenbeck, 1992), and scholars have long been interested in the way these elements come together to constitute the experience of a job (Griffin, 1987; Hackman & Oldham, 1980). Research in this area has traditionally built on a core assumption that managers design jobs in a top-down fashion for employees, which places employees in the relatively passive role of being the recipients of the jobs they hold.

In celebration of the 25th anniversary of the founding of Career Development International, a state-of-the-art overview of recent trends in job-crafting research was conducted. Since job crafting was introduced twenty years ago as a type of proactive work behavior that employees engage in to adjust their jobs to their needs, skills, and preferences, research has evolved tremendously.

To take stock of recent developments and to unravel the latest trends in the field, this overview encompasses job-crafting research published in the years 2016–2021. The overview portrays that recent contributions have matured the theoretical and empirical advancement of job-crafting research from three perspectives (i.e. individual, team and social).

When looking at the job-crafting literature through these three perspectives, a total of six trends were uncovered that show that job-crafting research has moved to a more in-depth theory-testing approach; broadened its scope; examined team-level job crafting and social relationships; and focused on the impact of job crafting on others in the work environment and their evaluations and reactions to it.

The overview of recent trends within the job-crafting literature ends with a set of recommendations for how future research on job crafting could progress and create scientific impact for the coming years.

This paper aims to present a model of how cognitive and behavioral crafting practices relate, reconciling the two dominant and conflicting job crafting theoretical perspectives.

Starting by examining the role of cognition and cognitive practices in job crafting, this paper reconstitutes the theorizing path that led to the exclusion of cognitive crafting from job crafting theory, explores existing theorizing efforts to (re)integrate cognitive crafting back into job crafting and proposes a new job crafting model (re)integrating behavioral and cognitive practices.

By conceiving cognitive crafting practices as a sensemaking layer that spans across and reciprocates with all behavioral crafting practices, the proposed model specifies the role of behavior and cognition (and the mutual relations between them) in job crafting, while resuming its meaning-making orientation.

This paper offers novel insights on underspecified aspects of the job crafting theory, improving its heuristic value. It clarifies how meaning is assembled and enacted by people in work environments, allowing for more integrated and comprehensive explanations about how people relate to work.