Job Crafting as Reaction to Organizational Change

Abstract

Change recipients are not just negative and passive, but positive and active shapers of organizational change; we draw on job crafting to reflect positive and proactive behaviors individuals display in their changing work environment. Drawing on job crafting and organizational change theory, this study proposes a conceptual framework that links change-specific context factors to job crafting as a form of change proactivity. These factors provide the impetus for change recipients to engage in job crafting, a relationship that is moderated by individual differences and situational factors. Job crafting is also related to organizational and individual outcomes. We test these relationships using data collected from teachers shortly after a major policy change was announced in Germany’s public education sector. This study provides new insights into the antecedents and outcomes of job crafting, while offering a positive framing of change recipients as positive and active shapers during organizational change.