How Organizational Embeddedness and Affective Commitment Influence Job Crafting

Qi, Jipeng; Li, Jie; Zhang, Qiusheng

doi:10.2224/sbp.2014.42.10.1629

Cited by 22 publications

(9 citation statements)

References 25 publications

(26 reference statements)

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“…Consistent with the proactivity literature, meta‐analytical and empirical studies showed that general self‐efficacy and core self‐evaluation, the can do motivational state, was positively related to approach crafting (Rudolph et al, ; Tims & Akkermans, ). With regard to reason to motivation states, Qi et al () reported that organizational embeddedness and affective commitment were both positively related to approach crafting, especially when internal social capital was low. Similarly, Moon, Youn, Hur, and Kim () found that employees' spirituality at work, which enables employees to assign meaning to their work experiences, was positively related to approach crafting through increased intrinsic work motivation.…”

Section: A Synthesized Nomological Network Of Antecedents and Consequmentioning

confidence: 99%

“…Fourth, a final but important contribution of the hierarchical structure is that it helps to address several concerns with existing job crafting measures. Different versions of crafting measures exist in the literature, even within the same theoretical framework ( combination of approach crafting and avoidance crafting (e.g., Tims et al, 2016;Travaglianti, Babic, & Hansez, 2016;Tuan, 2018), or combination of behavioral crafting and cognitive crafting (e.g., Qi, Li, & Zhang, 2014;Sekiguchi, Li, & Hosomi, 2017), which is problematic for aggregate constructs. To be specific, at the least, crafting measures should distinguish between approach/avoidance and behavioral/cognitive dimensions and represent them properly as formative measures (Figure 1).…”

Section: Figure 2 the Eight Types Of Job Craftingmentioning

confidence: 99%

“…Likewise, measures following Wrzesniewski and Dutton's () framework typically consist of task, relational, and cognitive crafting (Niessen et al, ; Slemp & Vella‐Brodrick, ; Weseler & Niessen, ), without consideration of the aggregate feature of behavioral crafting and cognitive crafting. Some empirical studies have used composite overall job crafting, the combination of approach crafting and avoidance crafting (e.g., Akkermans & Tims, ; Tims et al, ; Travaglianti, Babic, & Hansez, ; Tuan, ), or combination of behavioral crafting and cognitive crafting (e.g., Qi, Li, & Zhang, ; Sekiguchi, Li, & Hosomi, ), which is problematic for aggregate constructs. To be specific, at the least, crafting measures should distinguish between approach/avoidance and behavioral/cognitive dimensions and represent them properly as formative measures (Figure ).…”

Section: Job Crafting: a Proposed Hierarchical Structurementioning

confidence: 99%

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Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review

2018

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Summary Two dominant perspectives of job crafting—the original theory from Wrzesniewski and Dutton () and the job demands resources perspective from Tims, Bakker, and Derks ()—remain separate in research. To synthesize these perspectives, we propose a three‐level hierarchical structure of job crafting, and we identify the aggregate/superordinate nature of each major job crafting construct. The first level of the structure is job crafting orientation, or approach versus avoidance crafting, which we argue is an essential yet often neglected distinction in the literature. We address the debate surrounding cognitive crafting and identify crafting form (behavioral versus cognitive crafting) as the next hierarchical level of constructs. Finally, we concur that job resources and job demands, or crafting content, capture different ways that individuals craft their jobs. Using this integrated hierarchical structure, we were able to review antecedents and outcomes from both perspectives. We show, for example, that approach crafting in its behavioral form is very similar to other proactive behaviors in the way it functions, suggesting a need for closer synthesis with the broader proactive literature, whereas avoidance crafting appears to be less proactive and often dysfunctional. On the basis of our review, we develop a road map for future research.

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Section: A Synthesized Nomological Network Of Antecedents and Consequmentioning

confidence: 99%

Section: Figure 2 the Eight Types Of Job Craftingmentioning

confidence: 99%

Section: Job Crafting: a Proposed Hierarchical Structurementioning

confidence: 99%

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Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review

2018

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“…Still, studies specifically addressing links between job crafting and commitment are rare. A study by Qi et al (2014) does, however, link affective commitment to job crafting behaviors in employees in Chinese manufacturing firms, although the study reports on a reverse connection, where affective commitment leads to job crafting. Further, the connection between job crafting and commitment is found in a few papers (Berber et al, 2022;Chang et al, 2020;Leana et al, 2009;Wang et al, 2018;Zhang et al, 2020).…”

Section: Introductionmentioning

confidence: 92%

Building Organizational Commitment through Cognitive and Relational Job Crafting

Noesgaard¹,

Jørgensen

2018

Proceedings

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In this paper, we investigate the process by which organizational commitment is influenced by job crafting among knowledge workers. To address this aim, we conducted a longitudinal qualitative case study in a software solutions development firm in Denmark. The findings from the study suggest that relational and cognitive job crafting encourage affective, normative, and continuous commitment among knowledge workers, which ultimately has a positive influence on retention. The study also highlights the considerable overlap between different types of job crafting, with task job crafting appearing to be a precursor to relational and cognitive job crafting. This paper contributes to the job crafting literature by providing a process-focused account of how it engenders knowledge workers' organizational commitment and to practice by suggesting how managers can support job crafting efforts to increase knowledge worker retention.

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“…Although there are few empirical quantitative studies on the association between social capital and job crafting, a study by Qi, Li, and Zhang [35] provides some support. They surveyed 220 employees in a manufacturing company in China using self-report instruments with good reliability and found a rather strong association between social capital and general job crafting.…”

Section: The Role Of Job Craftingmentioning

confidence: 99%

The Potential Importance of Social Capital and Job Crafting for Work Engagement and Job Satisfaction among Health-Care Employees

Jutengren

Jaldestad

Dellve

et al. 2020

IJERPH

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(1) Background: Both employees and organizations benefit from a work environment characterized by work engagement and job satisfaction. This study examines the influence of work-group social capital on individuals’ work engagement, job satisfaction, and job crafting. In addition, the mediating effect of job crafting between social capital on the one side and job satisfaction and work engagement on the other side was analyzed. (2) Methods: This study used data from 250 health-care employees in Sweden who had completed a questionnaire at two time points (six to eight months apart). Analyses of separate cross-lagged panel designs were conducted using structural regression modeling with manifest variables. (3) Results: Social capital was predictive of both job satisfaction and work engagement over time. The results also indicated that higher degrees of social capital was predictive of more cognitive and relational, but not task-related job crafting over time. There was no clear evidence for a mediating effect of job crafting for social capital to work engagement or job satisfaction. (4) Conclusion: It would be beneficial for the health-care sector to consider setting up the organizations to promote social capital within work groups. Individual workers would gain in well-being and the organization is likely to gain in efficiency and lower turnover rates.

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How Organizational Embeddedness and Affective Commitment Influence Job Crafting

Cited by 22 publications

References 25 publications

Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review

Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review

Building Organizational Commitment through Cognitive and Relational Job Crafting

The Potential Importance of Social Capital and Job Crafting for Work Engagement and Job Satisfaction among Health-Care Employees

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