Although scholars have implied that relational factors motivate individuals to change the work environment and further craft their jobs, to date, few studies have been conducted to examine the relationships between these variables. Drawing on a person–environment fit perspective,
we examined the interactive effects of leader–member exchange (LMX), internal social capital, and thriving on job crafting. We used an online survey to collect data from employees (N = 212). Results showed that LMX was significantly related to job crafting. Internal social capital
moderated the relationship between LMX and job crafting. There was a 3-way interactive effect of LMX, internal social capital, and thriving on job crafting. The results constructed a person–environment fit perspective of job crafting. Our findings will help managers promote job crafting
by creating a suitable environment for practice.
Before Liberation, the history of the revolution of 1911 fell within the domain of Kuomintang party history. Although numerous publications appeared, some of which possessed historical value, generally speaking an orthodox point of view occupied the dominant position. Many published works were filled with prejudice and distortion and should not be regarded as genuine historical research.Since the new China was established, research on the revolution of 1911 has gradually become a branch of modern Chinese history, which takes historical materialism as its leading principle.
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