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This paper investigates the moderated mediation roles of dynamic capabilities and self-initiated AI learning between job crafting and entrepreneurial innovativeness among owner-managers of family craft businesses in Ghana.

A convenience sampling technique was used in the selection of 498 family craft business owner-managers in Ghana. The paper deployed regression analysis to examine the hypothesized paths.

Using hierarchical regression, job crafting was found to have a positive effect on entrepreneurs’ innovativeness. Further, dynamic capabilities moderate the mediated link between self-initiated AI learning and entrepreneurial innovativeness.

The current study assesses self-initiated learning for work adjustment from a cross-sectional design perspective. Though, this research design is effective in the assessment of opinions and attitudes of persons, it is limited in its capacity to reflect changing opinions and attitudes overtime. This study recommends future studies to conduct a longitudinal survey on the phenomenon.

This study is one of the first to deploy AI affordances to extend empirical literature on the novel SIWAL concept for work adjustment among craft family business owner-managers in Africa.

Previous studies have indicated that career variety offers numerous benefits in the work environment; however, knowledge regarding the mechanisms that retain employees with diverse career experiences is scant. Drawing on person–environment (P–E) fit theory and the job crafting perspective, this study aims to explore the relationship between career variety and turnover intention, and the roles of job crafting and HR innovators and integrators in this relationship.

This study examines the nonlinear effect of career variety on turnover intention using survey data collected from 509 employees (Study 1) and 346 employees and their supervisors (Study 2) in China.

Career variety and turnover intention exhibited an inverted U-shaped relationship – mediated by job crafting. Additionally, the HR innovator and integrator moderated the relationship between career variety and job crafting. When the HR innovator and integrator were strong, employees engaged in more job crafting at intermediate levels of career variety.

The findings not only deepen our understanding of the inherent capabilities and preference traits of employees with diverse career backgrounds but also enrich the body of research on career variety, reconcile inconsistencies across previous studies and offer new insights into strategic organisational interventions for retaining a workforce with varied career experiences.

Coworking spaces represent a new, rapidly emerging phenomenon. Available empirical literature is sparse and mostly focused on structural elements, whereas the organizational and behavioral dynamics are still largely understudied. This study aims to explore the idea that coworking users’ proactivity (more specifically, job crafting behaviors) plays a key role in positively influencing creative performance, and that such a relationship is better understood by examining both the mediating role of work meaningfulness and the moderating role of knowledge sharing.

This study is based on survey data from a relevant sample of users in Italian coworking spaces. A mediated-moderated analysis is used.

The “approach” job crafting behaviors have a significant influence on creative performance, via work meaningfulness, whereas this is not true for “avoidance” job crafting behaviors. Knowledge sharing plays a significant moderating role in the former relationship.

The theoretical, practical and social implications discussed help to further the discourse surrounding the relationships between job crafting, creative performance and coworking spaces. This unique work setting enables a variety of value appropriation pathways to be promoted and supported. As such, coworking spaces are also “laboratories” where the future of work organization can be better understood.

This study contributes to the existing coworking spaces literature as it is one of the very few that sheds light on users’ behaviors, and to the best of the authors’ knowledge, the first one to consider job crafting as a relevant variable. It also contributes to the current job crafting literature by helping to clarify why available studies have yielded mixed results in examining the relationship between job crafting and creative performance.

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).

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.

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.

This study has two limitations: its cross-sectional design and the use of self-reported questionnaire data.

The study expands knowledge of the relationship between paradoxical leadership and job crafting in two different cultural contexts.

Social entrepreneurship, leveraging economic activities to achieve social benefits, offers women the opportunity to freely and actively shape the contours of their work in meaningful ways. This study aims to examine how Chinese women use job crafting in social entrepreneurship to align their gender identity, forge meaningful work and new relationships and navigate mixed gender expectations.

The study is based on 19 in-depth interviews with young women engaging in social entrepreneurship in China. Using a grounded theory approach, the study explores how women craft their gender identity into the unconventional career path of creating their social venture, focusing on the creative combination of task, relational and cognitive crafting in shaping social entrepreneurship.

The findings suggest that women make social entrepreneurship meaningful by actively aligning their gender experiences to delineate a relational and cognitive causal path between their social enterprise, their identity as women and their moral values. By working for a larger social cause, women may cognitively reframe their gender identity to compromise financial performance for social impact.

Current studies on social entrepreneurship in China have yet to examine its development through a gender lens. This study uses job crafting to highlight the distinctive gender meaning-making process for Chinese women to enhance their work identity and to challenge normative gender expectations. The study shows that job crafting enables women to view their social ventures as a means of gender empowerment, helping them to reconcile the paradoxical pressures of normative gender expectations and scaling up their businesses.

Utilizing the framework of person-job fit theory and the Model of Proactive Motivation Process and Antecedents, the primary objective of this study is to scrutinize the correlation between perceived overqualification and job crafting, in turn, holds the potential to stimulate innovative work behavior. Additionally, we assess the moderating role of goal self-concordance within this intricate relationship.

Employing a three-wave time-lagged survey methodology encompassing 200 institutional staffing in China, we methodically substantiate the proposed model. Data were analyzed using structural equation modeling.

Our findings affirm a positive correlation between perceived overqualification and expansion-oriented job crafting, contingent upon the presence of goal self-concordance. Notably, individuals exhibiting a heightened goal self-concordance intensify the relationship between perceived overqualification and expansion-oriented job crafting, thereby fostering an augmented propensity for innovative work behavior.

This study diverges from prevailing negativity surrounding perceived overqualification, emphasizing the positive influence of expansion-oriented job crafting in reshaping the impact of perceived overqualification on innovative work behavior. It represents the initial exploration into the role that goal self-concordance play in influencing overqualified employees, contributing to an enriched understanding of the intricate interplay.

Whereas job crafting and idiosyncratic deals (i-deals) have primarily been studied in white-collar jobs, there is a lack of research on job design in less skilled and highly structured work. Our study addresses this gap by analyzing the effects of transformational leadership on job crafting and i-deals in blue- and white-collar jobs.

To test our hypotheses, we surveyed 285 employees (31.9% blue-collar employees and 68.1% white-collar employees) in the German craft industry, using structural equation modeling for data analysis.

Our results show that transformational leadership is a strong predictor of job crafting and i-deals but that its influence depends on the occupational group. More specifically, the moderating role of the occupational group in the relationship between transformational leadership and job crafting differs regarding job crafting’s dimensions. Concerning i-deals, transformational leadership’s influence on both development and task i-deals is stronger in white-collar jobs than it is in blue-collar jobs.

The study provides new insights into the important role of the work context in which leadership takes place. In particular, these insights can guide leaders in how to manage different occupational groups to engage them in proactive behaviors.

This study is the first to compare the contextual roles of blue- and white-collar jobs with regard to job design. By examining the influence of transformational leadership on job crafting and i-deals in two occupational groups, our study contributes to research on the role of work context in the effectiveness of transformational leadership in encouraging employees to engage in proactive behaviors.

Scholars highlight the lack of research that explains the mechanisms leading to knowledge sharing, which appears complex and involves many variables. The primary aim of this study is to investigate the direct effect of organizational support for innovation on job crafting behaviors and knowledge sharing. The second objective is to assess the mediating role of job crafting in the relationship between organizational support for innovation and knowledge sharing. The third aim is to compare the direct effects of organizational support for innovation on job crafting behaviors and knowledge sharing between teleworkers and office workers.

Based on an empirical study involving 193 teleworkers and 191 office workers, the structural equation modeling method was employed to examine the direct and indirect effects of organizational support for innovation on knowledge sharing via job crafting behaviors. The comparison between teleworkers and office workers was investigated using a multigroup approach in AMOS software. This research is grounded in the conservation of resources theory and social exchange theory to elucidate these relationships.

The results indicate that organizational support for innovation has a positive influence on job crafting activities, manifested by the increase in structural and social resources, as well as the amplification of work-related challenges. The results also indicate that organizational support for innovation directly promotes knowledge sharing behavior and indirectly through job crafting. Furthermore, the findings reveal that these effects on job crafting and knowledge sharing are stronger among teleworkers compared to office workers.

The study has limitations. Its cross-sectional design does not establish causality, potentially leading to common method variance. However, after implementing many procedural and performing statistical tests, common method variance was not significant in this research. Replicating the study longitudinally would be valuable. Additionally, considering personality traits and technology characteristics in job crafting behaviors would be beneficial. Lastly, the study focuses only on accountants and predates COVID-19, which may impact its findings and generalizability.

The study’s findings underscore the practical significance of supporting innovation and fostering job crafting to enhance knowledge sharing, particularly for remote workers. It highlights that the extent of employees’ engagement in job crafting depends on the level of innovation support provided in their workplace. To mitigate potential negative outcomes such as increased absenteeism, reduced productivity and retention challenges, organizations could benefit from training supervisors to prioritize and encourage job crafting and knowledge sharing behaviors among employees, especially in telework settings. Ensuring alignment between organizational messaging and managerial attitudes is crucial. Without autonomy or flexibility for job crafting, the positive effects of organizational innovation support may be limited.

This study contributes to the literature by demonstrating that job crafting behaviors serves as mechanisms between organizational support for innovation and knowledge sharing. The findings further advance the literature by revealing three psychological and motivational processes that may explain this relationship, particularly when comparing teleworkers to office workers. Our results reveal that the effect of organizational support for innovation on job crafting and knowledge sharing is stronger among workers who telework compared to office workers. This advances the theory of conservation of resources, especially the significance of resource gains, particularly in contexts where employees need resources, such as in telework.