Job crafting in innovative digital contexts: A configurational analysis of behavioral pathways to performance

Job crafting is a multidimensional construct rather than a one-dimensional variable. However, prior research often treats it as a holistic concept or examines its impacts through isolated dimensions. Employing action theory and fuzzy-set qualitative comparative analysis (fsQCA), this study explores how the four dimensions of job crafting influence employee performance. Given the growing prevalence of job crafting within digital environments, this study integrates digital transformation and digital leadership as task-related and social environmental factors, respectively, to investigate pathways leading to high performance in the context of work reimagining. The findings indicate that the inclusion of enterprise digital transformation and digital leadership elevates the number of high-performance configurations from two to three. This underscores the role of contextual enablers in facilitating more diverse and flexible routes to high performance. This study offers both theoretical contributions and practical implications.