Job crafting agility: a conceptual proposition for rethinking behaviour in organizations

Purpose This research proposes a new construct towards the job crafting theory, termed job crafting agility. The study provides the potential contributions of job crafting agility in the context of rethinking behaviours in organizations during times of disruption and change. Design/methodology/approach A conceptual analysis is followed to present the construct of job crafting agility, based on a review of job crafting and agility literature. Findings The research proposes job-crafting agility as a dynamic and proactive process of balancing job demands and resources in response to changing or fluctuating circumstances. The study provides four propositions on job-crafting agility. This research contributes to the existing literature by proposing a new construct, job-crafting agility that can help organizations and employees adapt to changing circumstances during disruption and change. It highlights the unique components of job-crafting agility and its theoretical foundations and distinguishes the new construct from other forms of job crafting. Research limitations/implications The construct of job crafting agility is new and requires further empirical validation. It presents several propositions as recommendations for future studies. Practical implications The paper provides practical implications for organizations and managers on promoting job crafting agility among employees. It emphasizes the importance of creating a work environment that encourages flexibility, experimentation and learning to enable employees to adjust to changing circumstances effectively. Originality/value This research makes a novel contribution by introducing and defining job crafting agility, and advances job crafting theory by exploring how job crafting agility can foster resilience and positive organizational outcomes amid continual change and disruption.