How coworkers attribute, react to, and shape job crafting
Job crafting, or proactive changes that individuals make in their job design, can influence and be influenced by coworkers. Although considerable research has emerged on this topic, overall, the way job crafting is responded to by coworkers has received little theoretical attention. The goal of this...
| Main Authors: | , |
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| Format: | Journal Article |
| Language: | English |
| Published: |
SAGE PUBLICATIONS INC
2020
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| Subjects: | |
| Online Access: | http://purl.org/au-research/grants/arc/FL160100033 http://hdl.handle.net/20.500.11937/90879 |
| _version_ | 1848765449588703232 |
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| author | Tims, M. Parker, Sharon |
| author_facet | Tims, M. Parker, Sharon |
| author_sort | Tims, M. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | Job crafting, or proactive changes that individuals make in their job design, can influence and be influenced by coworkers. Although considerable research has emerged on this topic, overall, the way job crafting is responded to by coworkers has received little theoretical attention. The goal of this article is to develop a model that allows for a better understanding of job crafting in interdependent contexts. Drawing on attribution and social information theories, we propose that when job crafting has a negative or positive impact on coworkers, coworkers will make an attribution about the crafter’s prosocial motive. This attribution in turn influences whether coworkers respond in an antagonistic or a supportive way toward job crafters. Ultimately, coworkers’ reactions shape the experienced affective work outcomes of job crafters. We also theorize the factors that moderate coworkers’ reactions to job crafting behaviors and the job crafter’s susceptibility to coworker influence. |
| first_indexed | 2025-11-14T11:35:26Z |
| format | Journal Article |
| id | curtin-20.500.11937-90879 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T11:35:26Z |
| publishDate | 2020 |
| publisher | SAGE PUBLICATIONS INC |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-908792023-05-04T06:21:14Z How coworkers attribute, react to, and shape job crafting Tims, M. Parker, Sharon Social Sciences Psychology, Applied Management Psychology Business & Economics coworker responses job crafting motive attributions social information processing trust propensity INFORMATION-PROCESSING PERSPECTIVE RATIONAL SELF-INTEREST WORK ENGAGEMENT MODERATING ROLE TRANSFORMATIONAL LEADERSHIP ORGANIZATIONAL-BEHAVIOR INDIVIDUAL-DIFFERENCES IMPRESSION MANAGEMENT CAUSAL ATTRIBUTION SERVANT LEADERSHIP Job crafting, or proactive changes that individuals make in their job design, can influence and be influenced by coworkers. Although considerable research has emerged on this topic, overall, the way job crafting is responded to by coworkers has received little theoretical attention. The goal of this article is to develop a model that allows for a better understanding of job crafting in interdependent contexts. Drawing on attribution and social information theories, we propose that when job crafting has a negative or positive impact on coworkers, coworkers will make an attribution about the crafter’s prosocial motive. This attribution in turn influences whether coworkers respond in an antagonistic or a supportive way toward job crafters. Ultimately, coworkers’ reactions shape the experienced affective work outcomes of job crafters. We also theorize the factors that moderate coworkers’ reactions to job crafting behaviors and the job crafter’s susceptibility to coworker influence. 2020 Journal Article http://hdl.handle.net/20.500.11937/90879 10.1177/2041386619896087 English http://purl.org/au-research/grants/arc/FL160100033 http://creativecommons.org/licenses/by-nc/4.0/ SAGE PUBLICATIONS INC fulltext |
| spellingShingle | Social Sciences Psychology, Applied Management Psychology Business & Economics coworker responses job crafting motive attributions social information processing trust propensity INFORMATION-PROCESSING PERSPECTIVE RATIONAL SELF-INTEREST WORK ENGAGEMENT MODERATING ROLE TRANSFORMATIONAL LEADERSHIP ORGANIZATIONAL-BEHAVIOR INDIVIDUAL-DIFFERENCES IMPRESSION MANAGEMENT CAUSAL ATTRIBUTION SERVANT LEADERSHIP Tims, M. Parker, Sharon How coworkers attribute, react to, and shape job crafting |
| title | How coworkers attribute, react to, and shape job crafting |
| title_full | How coworkers attribute, react to, and shape job crafting |
| title_fullStr | How coworkers attribute, react to, and shape job crafting |
| title_full_unstemmed | How coworkers attribute, react to, and shape job crafting |
| title_short | How coworkers attribute, react to, and shape job crafting |
| title_sort | how coworkers attribute, react to, and shape job crafting |
| topic | Social Sciences Psychology, Applied Management Psychology Business & Economics coworker responses job crafting motive attributions social information processing trust propensity INFORMATION-PROCESSING PERSPECTIVE RATIONAL SELF-INTEREST WORK ENGAGEMENT MODERATING ROLE TRANSFORMATIONAL LEADERSHIP ORGANIZATIONAL-BEHAVIOR INDIVIDUAL-DIFFERENCES IMPRESSION MANAGEMENT CAUSAL ATTRIBUTION SERVANT LEADERSHIP |
| url | http://purl.org/au-research/grants/arc/FL160100033 http://hdl.handle.net/20.500.11937/90879 |