The Effect of Job Crafting Behavior on Innovative Behavior - Focused on Mediating Effect of Work Engagement -

김성용,; Seung-Hyun, Bae; Geun, Kim Hyun; Ahn, Seong Ik

doi:10.14396/jhrmr.2016.23.5.1

Cited by 7 publications

(4 citation statements)

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“…The four sub-dimensions are increasing structural job resources, reducing obstructive job demands, increasing social resources, and increasing challenging job demands. Also, Kim et al (2016) consider job crafting as a job-related activity that organizational members modify their works themselves regardless of the permission of others and believed that the attitude of others can promote or restrain job crafting when the employees change their jobs (Berg et al, 2010;Grant et al, 2009), so they, based on it, set up the roles of others as the situational antecedents of job crafting and suggest the role breadth self-efficiency as a psychological mechanism that connects job crafting with supportive supervision, co-worker trust, and work routinization.…”

Section: The Components Of Job Crafting Career Attitude and Career mentioning

confidence: 99%

The Effects of Job Crafting on Career Success of Multinational Corporations’ Employees

Yoon¹,

Kim²,

Eom³

2019

JAFEB

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As the recent tendency of career management has changed, companies have supported progressive career management and development of their employees internally. And strengthening job crafting is an effective activity not only to improve the work efficiency of the organizations but also to improve the job satisfaction and wellbeing of their employees. In these backgrounds, this paper aims to explore the components of job crafting for the multinational employees in order to emphasize the importance of job crafting and empirically analyze the influential relationship in terms of career success through career commitment and career attitude. Based on literature review the job crafting was defined with three components; task crafting, relation crafting, and cognitive crafting. A total of 336 survey data were analyzed for a total of 27 multinational corporations. As the analysis result the task crafting and cognitive crafting of multinational employees were shown to have an influence on career attitude, but relation crafting did not have any impact on career. It can be interpreted that the employees have self-directed career attitude through a method of showing visible performance based on their given jobs rather than having individual career management attitude through relationships between departments, organizational members, and supervisors.

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Section: The Components Of Job Crafting Career Attitude and Career mentioning

confidence: 99%

The Effects of Job Crafting on Career Success of Multinational Corporations’ Employees

Yoon¹,

Kim²,

Eom³

2019

JAFEB

View full text Add to dashboard Cite

show abstract

“…Specifically, individual job crafting's antecedents include innovative team climate [14], work engagement [15], and the congruence between job characteristics and other team internal factors. Related research also discusses individual job crafting's influence on job satisfaction [7,16], innovation behavior [17,18], and working performance [19]. However, most studies are independent of each other.…”

Section: Does Team Boundary-spanning Activities On Innovation Perform...mentioning

confidence: 99%

Does Team Boundary-Spanning Activities on Innovation Performance?

Zhang¹,

Tan²,

Liu³

et al. 2023

Preprint

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In order to reveal the impact of boundary-spanning activities of cooperative innovation teams on team innovation performance, this paper takes the panel data of 71 cooperative innovation teams from January to November 2022 as the research sample. It introduces intermediary variables (teamwork crafting and individual work crafting) to analyze the impact mechanism of boundary-spanning activities of teams on innovation performance, 71 teams were divided into 41 experimental groups and 30 control groups, and a quasi-natural experiment was conducted on the innovation performance of team boundary-spanning activities using the Double Difference Model (DID).Research has shown that boundary-spanning activities of collaborative innovation teams can promote team innovation performance. Team job crafting has a mediating effect on team innovation performance in boundary-spanning activities of collaborative innovation teams. Team job crafting and individual job crafting mediate between the boundary-spanning activities of collaborative innovation teams and team innovation performance. Further analysis using the double difference model found that compared to teams without boundary-spanning activities, teams with boundary-spanning activities can directly improve team innovation performance. When team reflection is vital, and task interdependence is high, it will promote team innovation performance. This research enriches the research on the effects of boundary-spanning activities of collaborative innovation teams, explores solutions based on quasi-nature, and provides a reference for improving the team innovation performance of collaborative innovation teams.

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Section: Introductionmentioning

confidence: 99%

Do Team Boundary-Spanning Activities Affect Innovation Performance?

et al. 2023

View full text Add to dashboard Cite

In order to reveal the impact of boundary-spanning activities of cooperative innovation teams on team innovation performance, this paper takes the panel data of 71 cooperative innovation teams from January to November 2022 as the research sample. It introduces intermediary variables (teamwork crafting and individual work crafting) to analyze the impact mechanism of boundary-spanning activities of teams on innovation performance, 71 teams were divided into 41 experimental groups and 30 control groups, and a quasi-natural experiment was conducted on the innovation performance of team boundary-spanning activities using the Double Difference Model (DID). Research has shown that boundary-spanning activities of collaborative innovation teams can promote team innovation performance. Team job crafting has a mediating effect on team innovation performance in boundary-spanning activities of collaborative innovation teams. Team job crafting and individual job crafting mediate between the boundary-spanning activities of collaborative innovation teams and team innovation performance. Further analysis using the double difference model found that compared to teams without boundary-spanning activities, teams with boundary-spanning activities can directly improve team innovation performance. When team reflection is vital and task interdependence is high, it will promote team innovation performance. This research enriches the research on the effects of boundary-spanning activities of collaborative innovation teams, explores solutions based on quasi-nature, and provides a reference for improving the team innovation performance of collaborative innovation teams.

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The Effect of Job Crafting Behavior on Innovative Behavior - Focused on Mediating Effect of Work Engagement -

Cited by 7 publications

References 0 publications

The Effects of Job Crafting on Career Success of Multinational Corporations’ Employees

The Effects of Job Crafting on Career Success of Multinational Corporations’ Employees

Does Team Boundary-Spanning Activities on Innovation Performance?

Do Team Boundary-Spanning Activities Affect Innovation Performance?

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