Transforming task-related features into project performance through job crafting in construction project teams: a person-environment fit perspective

Purpose Due to the flexibility and proactivity emphasized by job crafting in today’s uncertain and complex era, scholars have preliminarily proved its positive consequences in the project context. Nevertheless, little is known about the task-related antecedents of job crafting in the construction project environment and whether these task factors can be further converted into project performance through job crafting of project teams, thereby motivating this study. Design/methodology/approach Drawing on the person-environment fit theory, this study hypothesized job crafting of construction project teams as a mediator that links the project task-related job resources (job autonomy and informal coordination) and job demands (time urgency and task complexity) with project performance. The proposed conceptual model was empirically validated with survey data from 244 members of construction project teams. Findings The results show that job autonomy and informal coordination motivate project teams to engage in job crafting and thus improve project performance. Further, the direct effect of task complexity on team job crafting and the indirect effect on project performance are negative. Moreover, informal coordination is found to buffer the negative impact of task complexity on team job crafting and project performance. Originality/value This research explores how construction task characteristics can be leveraged to boost project performance from a team proactivity perspective. The findings of this study offer novel insights into effectively incentivizing job crafting of project teams and transforming task characteristics into project performance within the construction management field.