Organizational embeddedness as a double-edged sword for avoidance crafting: a U-shaped relationship moderated by intrinsic motivation

Purpose This study aims to examine the curvilinear relationship between organizational embeddedness and avoidance crafting. We propose that both low and high levels of organizational embeddedness are associated with increased avoidance crafting, resulting in a U-shaped relationship. Additionally, the study explores intrinsic motivation as a key individual factor that may moderate the hypothesized U-shaped relationship. Design/methodology/approach Data were collected online from 270 USA employees at 2 time points. Participants reported organizational embeddedness, intrinsic motivation (Time 1) and avoidance crafting (Time 2). Polynomial and moderated regression analyses were used to test the U-shaped relationship and the moderation effect. Findings The findings support our hypotheses, revealing a significant U-shaped relationship between organizational embeddedness and avoidance crafting. Specifically, employees with either low or high levels of embeddedness were more likely to engage in avoidance crafting. Furthermore, this curvilinear relationship was particularly strong among employees with higher intrinsic motivation. Practical implications Managers should foster organizational embeddedness cautiously, as excessive levels may lead to avoidance crafting due to overburdened demands and reduced autonomy. Supporting employees' intrinsic motivation by enhancing autonomy, competence and relatedness can mitigate these risks. Regularly assessing embeddedness and intrinsic motivation allows managers to identify and address early signs of over-embeddedness or declining motivation, ensuring a balance that promotes well-being and engagement. Originality/value This study challenges the previously established linear positive relationship between organizational embeddedness and individual outcomes. It also contributes to understanding the interplay between individual and organizational factors in shaping work behaviors.