No person is an island: how employees attribute and react to coworkers' approach crafting

Abstract

Purpose

Taking attribution theory as an overarching framework, the study aims to examine how employees attribute and respond to a colleague's approach crafting.

Design/methodology/approach

Two complementary studies, including a scenario experiment (Study 1; N = 114) and an online survey (Study 2; N = 220), were conducted to test the hypothesized model.

Findings

Study 1 found support for the attribution of a prosocial motive to approach crafting, which in turn led to more social support and less social undermining among observers. This mediation was stronger when the job crafter was perceived as less other-oriented. Study 2 replicated the findings of Study 1 and further showed that when observers attributed both high impression management and prosocial motives to approach crafting, the positive relationship between their prosocial motive attribution and social support for the job crafter got weakened, while the negative relationship between their prosocial motive attribution and social undermining of the job crafter was strengthened.

Originality/value

The findings demonstrate that approach crafting gives rise to specific attributions and reactions toward the job crafter, which enrich the understanding of the social consequences of job crafting in the workplace.