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dc.contributor.authorTims, M.
dc.contributor.authorParker, Sharon
dc.date.accessioned2023-03-14T04:16:09Z
dc.date.available2023-03-14T04:16:09Z
dc.date.issued2020
dc.identifier.citationTims, M. and Parker, S.K. 2020. How coworkers attribute, react to, and shape job crafting. Organizational Psychology Review. 10 (1): pp. 29-54.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/90879
dc.identifier.doi10.1177/2041386619896087
dc.description.abstract

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.

dc.languageEnglish
dc.publisherSAGE PUBLICATIONS INC
dc.relation.sponsoredbyhttp://purl.org/au-research/grants/arc/FL160100033
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/
dc.subjectSocial Sciences
dc.subjectPsychology, Applied
dc.subjectManagement
dc.subjectPsychology
dc.subjectBusiness & Economics
dc.subjectcoworker responses
dc.subjectjob crafting
dc.subjectmotive attributions
dc.subjectsocial information processing
dc.subjecttrust propensity
dc.subjectINFORMATION-PROCESSING PERSPECTIVE
dc.subjectRATIONAL SELF-INTEREST
dc.subjectWORK ENGAGEMENT
dc.subjectMODERATING ROLE
dc.subjectTRANSFORMATIONAL LEADERSHIP
dc.subjectORGANIZATIONAL-BEHAVIOR
dc.subjectINDIVIDUAL-DIFFERENCES
dc.subjectIMPRESSION MANAGEMENT
dc.subjectCAUSAL ATTRIBUTION
dc.subjectSERVANT LEADERSHIP
dc.titleHow coworkers attribute, react to, and shape job crafting
dc.typeJournal Article
dcterms.source.volume10
dcterms.source.number1
dcterms.source.startPage29
dcterms.source.endPage54
dcterms.source.issn2041-3866
dcterms.source.titleOrganizational Psychology Review
dc.date.updated2023-03-14T04:16:09Z
curtin.departmentFuture of Work Institute
curtin.accessStatusOpen access
curtin.facultyFaculty of Business and Law
curtin.contributor.orcidParker, Sharon [0000-0002-0978-1873]
curtin.identifier.article-numberARTN 2041386619896087
dcterms.source.eissn2041-3874
curtin.contributor.scopusauthoridParker, Sharon [7401647326]
curtin.repositoryagreementV3


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