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This study aims to examine the link between leader–member exchange (LMX) and employee innovative work behavior (IWB) by using employee job crafting as a mediator.

The study uses multilevel, multisource and multiwave data collected from 284 employees working in the banking sector of Pakistan.

The study findings suggest a significant positive relationship between (i) LMX and job crafting dimensions and (ii) job crafting dimensions and employee IWB. Job crafting dimensions mediated the impact of LMX on IWB, except for relational crafting, which was not significant. Multilevel analysis demonstrated significant individual-level job crafting and IWB.

This study undertakes a multilevel mediational analysis to examine the relationship between LMX and IWB, which is rarely applied in the existing literature. Moreover, this study contributes to understanding how LMX influences IWB using the conservation of resources theory.

This study aimed to investigate the mechanisms of knowledge brokering and role crafting structures that promote the active engagement of older workers at work.

The respondents were workers in Japan aged 55–64 years. A two-wave panel survey was conducted. The first and second survey waves included 1,527 and 1,467 respondents, respectively.

The results showed that knowledge brokering positively influenced work engagement directly and indirectly. In the three dimensions of role crafting, cognitive and task crafting had a positive effect on work engagement.

This study focused on older workers in Japan. Therefore, it is necessary to verify whether the same effect is observed in countries other than Japan or among younger workers.

On an individual level, older workers should aim to keep acquiring new information inside and outside the organisation. On an organisational level, it is effective to increase opportunities for older workers to craft their work according to the socioemotional selectivity and selection optimisation and compensation theories.

This study reveals that knowledge brokering and cognitive crafting in role crafting have an important influence on the work engagement of older workers. Additionally, this study clarifies the impact of job crafting on older workers not only from the perspective of resource crafting to achieve person-job fit but also from the perspective of reframing perceptions through cognitive crafting in role crafting. These findings enable a clearer understanding of the relationship between role crafting and knowledge brokering, as well as the socioemotional selectivity and selection optimisation and compensation theories.

Based on the self-concept perspective, the purpose of this paper is to explore the process of working mothers who conduct job crafting to build new role identities and self-efficacy, which ultimately affects work-to-family enrichment. The paper further explores the moderating role of inclusive leadership.

The authors collected data at two time points. The sample for the study consisted of 216 professional working mothers in China who returned to work after the birth of their first child.

Results show that working mothers' job crafting had a positive effect on work-to-family enrichment. In addition, working mothers' role identity and role self-efficacy played mediating roles between the links. Finally, inclusive leadership moderates the indirect effect of task crafting and relational crafting on work-to-family enrichment through role identity and role self-efficacy. The positive indirect relationships are stronger in high levels of inclusive leadership.

The employers should provide opportunities, support, and freedom for working mothers to craft their jobs according to their individual demands for better self and home outcomes.

This study focuses on the job crafting of working mothers. The authors extend the consequences of job crafting to the nonwork domain. In addition, this study uncovers the influence of job crafting from the perspective of self-concept (i.e. role identity and role self-efficacy). Furthermore, the authors demonstrate the moderating role played by inclusive leadership in this process.

The purpose of this paper is to study the role of task, relational and cognitive job crafting on the relationship between resiliency and meaningfulness in work.

This study used path analysis under the framework of structural equation modeling to test the hypotheses using a sample of 374 law enforcement employees.

Results from the analysis revealed a direct effect of resiliency on meaningfulness. This study also found that relational and cognitive crafting partially mediate these relationships.

Understanding the proactive strategies resilient employees can use to build meaning in work will help managers develop better training programs. The findings emphasize the importance of building social relations and positive reframing of work as a mechanism to bounce back from adverse circumstances.

This paper provides empirical evidence of the proactive actions resilient employees implement to build meaningfulness in work.

Recently, physical crafting has been found to positively affect emotional exhaustion through workload. However, the role of cognitive crafting in this process remains unexamined. To address this research gap, this study examined the relationship between cognitive crafting and emotional exhaustion, as well as whether cognitive crafting moderates the positive indirect effects of physical crafting on emotional exhaustion through workload.

The data were collected through an Internet survey conducted with 2,143 Japanese employees, and path regression analysis was conducted to analyze the data.

The results show that cognitive crafting was negatively correlated with emotional exhaustion, weakened the relationship between workload and emotional exhaustion and weakened the indirect effects of physical crafting on emotional exhaustion.

The practical implications of these findings suggest that practitioners should encourage the improvement of cognitive crafting. Implementation of job crafting interventions and customer participation could be effective in enhancing cognitive crafting.

The study provides a deeper understanding of how cognitive crafting influences emotional exhaustion and how it influences the process through which physical crafting influences emotional exhaustion, aligning with the transactional model. The results reiterate the importance of cognitive crafting, an aspect that has received little attention since the introduction of the job demands-resources (JD-R) model of job crafting.

The ever-demanding role of employees in the hospitality sector stimulates job crafting. This study examines the relationship between inclusive leadership and job-crafting dimensions under the mediating role of work engagement through the lens of conservation of resources (COR) theory. It also aims to analyse the boundary condition of job autonomy between inclusive leadership and work engagement.

The data were collected in 3-time lags from 319 front-line workers in the hospitality sector. The adopted and adapted questionnaires were executed through a deductive approach and an applied research method. The data were analysed through SmartPLS by applying the structural equation modelling (SEM) technique.

This study provides evidence for a predictive relationship between inclusive leadership and job-crafting dimensions under the mediating psychological mechanism of work engagement. Additionally, the moderating role of job autonomy is established in the unique context of the hospitality sector of an underdeveloped country, Pakistan.

Services-based organisations need to endure the inclusive leadership style by establishing work engagement practices. Engaged employees result in better job-crafting behaviours through better training and subsequent performance.

This study established that work engagement and job autonomy are imperative forces that impact the relationship between inclusive leadership and job-crafting dimensions. The research study has time-lagged data and conveys meaningful theoretical and practical implications.

Based on the affective events and self-concept theories, this study aims to examine the relationship between knowledge sharing system, job crafting, meaningfulness in work and employees' intention to stay with the organization.

In the present study, the authors conducted a time-lagged survey for analyzing the association between knowledge sharing system, job crafting, meaningfulness in work and employees' intention to stay with the organization. The study sample comprises 358 Generation Y employees working in Indian IT organizations. Results were analyzed using Process and Hayes macro process.

The study findings suggest significant relationships between knowledge sharing system, job crafting, meaningfulness in work and intention to stay among Gen Y employees. Moreover, the results demonstrated that knowledge sharing system, directly and indirectly, impacts employees' intention to stay via sequential mediation of job crafting and meaningfulness in work.

In today's era of hyper-competition and “war for talent,” retaining talented professionals has become the topmost priority for organizations. This becomes even more challenging with new generations, Gen Y and Z, entering the workforce driven by entirely different needs compared to earlier generations. Thus, the present study offers an integrated framework that organizational practitioners could utilize to enhance the retention of their young talented professionals.

Despite the emerging interest in the concept of knowledge sharing, few studies investigated the association between knowledge sharing system and intention to stay among Gen Y employees. Also, research still lacks in examining the underlying mechanism of how knowledge sharing system may enhance job crafting and meaningfulness in work, which could fuel Gen Y employees' intention to stay with the organization.

Employees often reframe their work roles and ascribe meaning to their jobs, which is called cognitive job crafting (CJC). Although scholars have identified the importance of CJC, there remains a lack of evidence on what motivational characteristics affect initiating such cognitive changes and how these cognitive changes affect one’s well-being. Drawing on job design and self-determination theories, this study aims to investigate how intrinsic motivations affect CJC and, thus, optimize affective well-being (AWB) through cognitive changes.

The cross-sectional data were collected using online questionnaires from 327 white-collar employees working in various organizations. The validity of the hypothesized model was tested by using structural equation modeling. Hypotheses were tested using Process analysis.

The findings showed that intrinsic motivations (i.e. self-determination and meaning) were positively related to CJC, which resulted in increased positive affection and decreased negative affection, reflecting a mediating mechanism.

The authors suggest that practitioners can enhance employee well-being by implementing policies that value proactive job redesign strategies (e.g. job crafting training). Thus, the practitioners may motivate employees to craft their jobs, which leads employees to engage and perform well.

The results of this study contribute to a deeper understanding of job crafting initiatives by providing evidence for the role of motivational and cognitive mechanisms that help optimize well-being at work.

The purpose of this research is to determine key behaviours to be efficient in identifying and developing employees' talent. The article aims to address the relationship between learning agility and job crafting, the influence between them, and how this relationship is built to improve performance and adaptability. For this purpose, the research has analysed which behaviours obtain the highest scores in both scales (job crafting and learning agility), designing the tool which allows Human Resources (HR) professionals an efficient identification and development behaviours to get the versatile talent that companies and professionals of the future need.

Using the questionnaire that has integrated the learning agility scale and the Spanish job crafting scale. Data were collected from a sample of business professionals in Spain. Factor analysis and hierarchical cluster analysis were used, using a classificatory variable with the 126 valid responses obtained.

In an ever-changing environment, continuous employee adaptation to his/her role within a company is a critical factor for its survival. However, there is a paucity of large-scale empirical research on which behaviours employees have to develop to increase their adaptative skills. Drawing on the outcome of extant literature, the authors identify learning agility as the construct that firms have to encourage in their employees to impact job crafting. The contribution of the paper is twofold: (1) the authors empirically explored the association and the effects of learning agility and its factor on the development of job crafting. Results demonstrated the association between the two constructs; further, higher scores in both learning agility and job crafting predict increased employability, and higher scores in job crafting are associated with higher scores in change agility; (2) this study provides a multidimensional instrument that provides HR departments with the key behaviours to recruit in order to develop talent to prepare employees to face future challenges, ensuring the right performance and sustainable impact in the environment.

A limitation of this study is that it is done exclusively within Spanish companies, even though from different industries and with different characteristics. Therefore, future research is necessary and should be conducted in other countries in similar industries to explore the empirical findings from this study in additional contexts.

This research has found a tool that might allow HR departments to measure what level of job crafting and learning agility their employees have and to identify what key behaviours they need to focus on in the recruitment or in their internal strategic HR action plan to overcome any future challenges in their organization.

In a scenario where artificial intelligence is modifying the professional landscape, generating uncertainty about which skills are best to develop, the results are a guide for enterprises as to where to focus plans for learning and training, as well as for business schools regarding the content provided in training programs.

The authors advance the literature by providing a theoretical base for understanding the relationship between job crafting and learning agility. This article offers some practical managerial recommendations that help the human resources department focus on behaviours that allow talent to be identified and recruited to ensure an effective organization.

This paper conceptualizes the broaden-build and self-determination theories that act as the major theoretical framework to investigate the role of psychological detachment and job crafting behaviours in predicting intrinsic motivation through emotional stability. It was hypothesized that emotionally stable employees are better able to detach themselves from work and craft their job according to their preference and abilities, which would inculcate experience and make them intrinsically motivated.

The sample comprised 396 employees, who are employed in different organizations across India. To test the hypotheses, the authors conducted structural equation modelling on SPSS AMOS 22.

The results highlight the partial mediating role of emotional stability in the association of psychological detachment with intrinsic motivation as well as the fully mediating role between job crating and intrinsic motivation.

The study is conducted in a non-western collectivist culture and it makes significant contribution to the available literature on intrinsic motivation by proving that psychological detachment and job crafting act as predictor and highlighting the psychological state through emotional stability. The study further adds toward theory building around the construct of emotional stability, as it is still in its infancy.

This study has depicted that emotionally stable employees who are psychologically detached and have proactive job crafting behaviour can achieve higher intrinsic motivation.

On the basis of the recovery process (i.e. the effort-recovery model), the broaden and build theory and self-determination theory (SDT), this paper demonstrates that emotional stability plays the role of mediator that drives psychological detachment and encourages job crafting, which has the ability to intrinsically motivate the employees.