Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity

Abstract We utilize a qualitative study of 33 employees in for‐profit and non‐profit organizations to elaborate theory on job crafting. We specifically focus on how employees at different ranks describe perceiving and adapting to challenges in the execution of job crafting. Elaborating the challenges employees perceive in job crafting and their responses to them details the adaptive action that may be necessary for job crafting to occur. Specifically, our findings suggest that higher‐rank employees tend to see the challenges they face in job crafting as located in their own expectations of how they and others should spend their time, while lower‐rank employees tend to see their challenges as located in their…

• YU
  Yale University
• UO
  University of Pennsylvania
• NU
  Northwestern University
• UO
  University of Michigan
• YS
  Yale School of Management
• CO
  College of Pharmacy, University of Michigan