From innovation self-efficacy to innovative work behavior: a job crafting perspective

Purpose Drawing on job crafting theory and the job demands–resources (JD-R) framework, this study examines how innovation self-efficacy translates into employee innovative work behavior through three distinct forms of proactive work redesign: task, cognitive, and relational crafting. The research aims to clarify the behavioral mechanisms that convert personal capability beliefs into enacted innovation within the under-researched context of operational manufacturing in an emerging market. Design/methodology/approach A quantitative, survey-based research design was deployed with a sample of 350 employees from small and medium textile manufacturing firms in Lima, Peru. Data were analyzed using variance-based Structural Equation Modeling (PLS-SEM), with SmartPLS 4 to evaluate the hypothesized direct and indirect effects within a single predictive framework. Findings The results indicate that innovation self-efficacy is positively associated with task (β = 0.805), cognitive (β = 0.740), and relational crafting (β = 0.639). In turn, these crafting behaviors significantly predict innovative work behavior, with task crafting exhibiting the strongest positive association (β = 0.401). The structural model accounts for 72.3% of the variance in innovative work behavior (R2 = 0.723). Practical implications The findings offer evidence-based levers for HR managers in high-pressure production settings. To sustain innovation, organizations should move beyond top-down mandates and instead focus on strengthening employees’ innovation self-efficacy while legitimizing “controlled autonomy” for task redesign. Additionally, investing in relational infrastructure, such as peer mentoring, is essential to mobilize the social resources required for idea implementation. Originality/value This study contributes to the job crafting and JD-R literature by providing empirical evidence on how the three classical dimensions of job crafting operate as specific mediators between innovation self-efficacy and innovative work behavior within an emerging market manufacturing context. By examining these pathways in SME operational settings, the paper offers a context-specific perspective on the predictive role of proactive work redesign in non-Western production environments.