As a self-oriented proactive behavior which mainly serves personal well-being, job crafting may be riskier in the Chinese sociocultural context where collectivism is highly valued. Last but not least, it is worth noting that job crafting was originally proposed in western managerial contexts by western researchers. Thus, it is fruitful to have an in-depth exploration of interactions of social context factors and individual characteristics on job crafting. Moreover, based on the interactionist perspective of organizational behavior, social contexts would make an even stronger impact on one’s behaviors when individual characteristics fit the specific social context. Future research endeavors may examine the underlying mechanisms based on these three states and search for potential mediators. Third, based on the proactive motivation model proposed by Parker and colleagues, the three motivational states (i.e., can do, reason to, and energized to) through which social contexts factors influence individual job crafting are identified. Future research can explore the multiple paths through which team job crafting drives individual job crafting, and determine potential mediators based on the three commonly identified mechanisms of emotional contagion, social learning, and social norms. Given that team job crafting is not the simple addition of individual job crafting, individuals’ crafting behaviors embedded in teams are inevitably influenced by team job crafting. Second, team job crafting has gained increasing research attention as work teams have become the basic work unit of organizations and are fundamental to organizational performance. Thus, researchers may systematically examine the influence of one’s job crafting on others in future studies, including how others would perceive and respond to one’s job crafting, and when and how one’s job crafting would promote others’ crafting behaviors (i.e., the crossover effect of individual job crafting). First, as employees are embedded in a broader social context beyond themselves, it is highly likely that one’s job crafting would influence other individuals (e.g., coworkers) in the workplace. Illuminated by existing research on other constructs related to job crafting (e.g., proactive behavior, and proactive motivation), prospects for future research on job crafting embedded in social contexts are proposed. In addition, mechanisms underlying the effects of varied social context factors on job crafting, interactions of social contexts and individual characteristics on job crafting, as well as the effectiveness of job crafting in specific contexts are proposed and discussed. Based on the existing research findings, four research perspectives on the intricate relationships between job crafting and social contexts are systematically summarized (i.e., social contexts as targets of job crafting, social contexts being involved in job crafting, social contexts as antecedents of individual job crafting, and social contexts as moderators of job crafting). Till now, a growing number of studies have incorporated the broader social context when studying job crafting. Thus, social contexts shape and influence one’s attitudes and behaviors at work, including whether to perform job crafting behaviors or not.
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