Employee ambidextrous job crafting in organizations: theoretical model, scale development, and dual-path effects mechanisms

Introduction While scholars have devoted considerable attention to integrating regulatory-focus theory into the job crafting field, there is no consensus on the fundamental definition, structure, and relationship between the promotion- and prevention-oriented job crafting. Methods In study 1 (N = 923), the ambidextrous job crafting scale is 4 developed and tested for its factor structure and reliability. In Study 2 (N = 387), the dual-path effects mechanisms of the ambidextrous job crafting are examined using a lagged study design. Results By integrating ambidexterity theory, we develop and validate a scale to measure ambidextrous job crafting behavior using two separate studies conducted in the Chinese context. Ambidextrous job crafting is defined as the employees’ behavior strategies of combining promotion- and prevention-oriented job crafting. The results indicate that there are two distinct forms of job crafting (promotion-oriented and prevention-oriented) and five dimensions for each form (cognitive, emotion, skill, task, and relationship). These dimensions could be measured with 41 items with satisfying reliability and validity. Results of structural equation and bootstrap models indicate that promotion-oriented job crafting is negatively correlated with turnover intention through work meaning, while prevention-oriented job crafting is positively correlated with turnover intention through work meaning and emotional exhaustion. Additionally, the difference and interaction between promotion- and prevention-oriented job crafting are negatively correlated with turnover intention through work meaning and emotional exhaustion. Discussion Overall, our results underscore the importance of treating job crafting as a dual-path, multi-dimensional concept. The unique insights provide an essential aspects of job crafting.