ABSTRACT
This chapter discusses the different conceptualizations of job crafting that have been proposed since the first study in this field was published in 2001. Job crafting has traditionally been defined as a specific proactive behavior initiated by employees in their work environment aimed at improving person-job fit, although some have recently begun to use the term “crafting” in other non-work-related domains. While research initially focused on task changes from an individual perspective, attention has now shifted to the cognitive dimension of job crafting as well as to crafting at the team level and the relationships that enable or hinder the emergence of individual and collective crafting. The present review of the growing literature in this field enables us to identify future lines of inquiry to achieve sustainable development, advancing multilevel and longitudinal research based on self-reported and hetero-reported measures as well as other data from work or health contexts. Research on job crafting has important implications in the organizational context for improving training and other interventions as well as for identifying the barriers that hinder this type of behavior.
