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Cited by 4,965Job Satisfaction and Organizational BehaviorManagement and Organizational StudiesEducation and Work Dynamics

Crafting a Job: Revisioning Employees as Active Crafters of Their Work

Wrzesniewski, Amy, Dutton, Jane E.·2001·The Academy of Management Review
DOI 10.2307/259118
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Abstract

We propose that employees craft their jobs by changing cognitive, task, and/or relational boundaries to shape interactions and relationships with others at work. These altered task and relational configurations change the design and social environment of the job, which, in turn, alters work meanings and work identity. We offer a model of job crafting that specifies (1) the individual motivations that spark this activity, (2) how opportunities to job craft and how individual work orientations determine the forms job crafting takes, and (3) its likely individual and organizational effects.

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Crossref · 10.2307/259118

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4 of 4 references verified0 citation errors · 0 not checkable

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  • Wrzesniewski and Dutton's model treats perceived opportunities to craft as fixed limits on the possibilities for job crafting as defined by the work environment.

    “However, their model treats perceived opportunities to craft as fixed limits on the possibilities for job crafting as defined by the work environment.”

    From Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity (2010) · cites this paper as Wrzesniewski and Dutton (2001)

  • Job crafting theory assumes that if opportunities are present, employees proactively seize them to craft their jobs.

    “In addition, job crafting theory makes the assumption that if the opportunities are present, employees proactively seize them to craft their jobs.”

    From Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity (2010) · cites this paper as Wrzesniewski and Dutton (2001)

  • The findings show six proactive job crafting efforts described by both higher-rank and lower-rank participants, and these map onto Wrzesniewski and Dutton's job crafting framework.

    “Our findings reveal a set of six different proactive job crafting efforts described by both higher-and lower-rank participants that map onto Wrzesniewski and Dutton's (2001) framework of job crafting.”

    From Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity (2010) · cites this paper as Wrzesniewski and Dutton (2001)

  • Wrzesniewski and Dutton theorize that contextual factors such as task interdependence and closeness of monitoring and supervision may limit employees' perceived opportunities to craft their jobs.

    “Indeed, Wrzesniewski and Dutton (2001) theorize that contextual factors may limit employees' perceived opportunities to craft their jobs, including, for example, task interdependence and closeness of monitoring and supervision.”

    From Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity (2010) · cites this paper as Wrzesniewski and Dutton (2001)

  • The study did not directly address the motivations for and outcomes of job crafting theorized by Wrzesniewski and Dutton (2001).

    “On a related note, our study did not directly address the motivations for and outcomes of job crafting theorized by Wrzesniewski and Dutton (2001), leaving the door open for future research on the antecedents and consequences of job crafting.”

    From Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity (2010) · cites this paper as Wrzesniewski & Dutton, 2001

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Authors
Wrzesniewski, A., & Dutton, J. E.
Affiliations
  • New York University (US)
  • University of Michigan (US)
ORCID
Wrzesniewski, Amy
Venue
The Academy of Management Review
Publisher
Academy of Management
Published
2001-04
Volume
26
Issue
2
Pages
179
ISSN
0363-7425 (ISSN-L)
DOI
10.2307/259118
OpenAlex
W2113953571
Cited by
4,965
References
4
Citations by year
2026: 462 · 2025: 489 · 2024: 440 · 2023: 418 · 2022: 414 · 2021: 393 · 2020: 294 · 2019: 309 · 2018: 277 · 2017: 228 · 2016: 205 · 2015: 171 · 2014: 154 · 2013: 135 · 2012: 124
FWCI
34.74
Type
journal article
Language
en
Open access
closed
Locations
Academy of Management Review (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
  • Social Sciences › Demography › Education and Work Dynamics
Keywords
job crafting, employee agency, occupational identity, meaning of work, task boundaries, relational boundaries, cognitive boundaries, work orientation, job design

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