Organizational Psychology

Purpose. This study aimed to explain the interaction between job crafting and employee-driven innovation through the mediating role of perceived organizational support and employee engagement. Study design. This study proposes a sequential mechanism that prevails among the variables with an aim to improve organizational performance. The sample consists of 594 employees in the Indian IT industry. The research applied SPSS and SPSS AMOS to develop a measurement model and PROCESS MACRO Model 6 to analyze sequential mediation. Findings. Job crafting leads to employee-driven innovation through perceived organizational support and employee engagement. The findings indicate that organizations can develop innovative employee behaviors by promoting job crafting. In addition, the key drivers were employee perceptions of organizational support and engagement at work. Implications for practice. The study’s results offer a model that encourages job crafting and employee-driven innovation through perceived organizational support and engagement. Organizations can develop a mechanism to encourage employees to adjust and modify their work to innovate processes and products. Organizations can ensure innovative employee behavior through a supportive and engaging work environment. Value of the results. To date, there needs to be more studies investigating the sequential relationship between job crafting, employee-driven innovation, perceived organizational support, and employee engagement. This study employs a multi-level analysis to promote a new association between job crafting and employee driven innovation. Although earlier studies have tested different relationships between variables, the methodology and investigated model contribute to the available literature.