Despite the considerable focus on job characteristics and individual differences in job crafting research, the influence of social factors on job crafting has not been well-acknowledged. This meta-analysis estimates the associations between social factors and job crafting, and how social factors contribute to employee outcomes through their job crafting. Based on a sample of 51 empirical studies that included 54 independent effect sizes (N = 17,863), we found that social factors of positive leadership styles (e.g., empowering and transformational) and coworker support were positively related to employee job crafting. Further, our study showed that employee job crafting positively mediate the relationships between social factors and work outcomes (e.g., job performance and well-being). Our study contributes to job crafting literature by integrating social factors into the job crafting model and demonstrating that the social context of work (in particular organizational-insiders) play a crucial role in shaping employees’ job crafting behavior. We also emphasize the critical role that job crafting plays in transmitting valuable social resources into improved work outcomes. Building on our results, we provide future direction for job crafting research and discuss how our results can imply practice in terms of job crafting training.

The study aims to examine the mediating role of job crafting between inclusive leadership and innovative work behavior. The data were collected from 314 workers employed in China's small and medium-sized industries. The data collection was done through survey design. The data analysis was done through structural equation modeling using Spss 26 and Mplus 8. Inclusive leadership was found to be related to job crafting and innovative work behavior of the employees. Job crafting was found to be mediating between inclusive leadership and innovative work behavior. The study delineated the link mechanism between inclusive leadership and innovative work behavior. Studying inclusive leadership in the context of Chinese culture is a powerful complement to inclusive leadership theory. This paper provides the managers of SMEs with significant managerial insights into how inclusive leadership can effectively motivate employees’ innovative work behaviors.

In order to reveal the impact of boundary-spanning activities of cooperative innovation teams on team innovation performance, this paper takes the panel data of 71 cooperative innovation teams from January to November 2022 as the research sample. It introduces intermediary variables (teamwork crafting and individual work crafting) to analyze the impact mechanism of boundary-spanning activities of teams on innovation performance, 71 teams were divided into 41 experimental groups and 30 control groups, and a quasi-natural experiment was conducted on the innovation performance of team boundary-spanning activities using the Double Difference Model (DID).Research has shown that boundary-spanning activities of collaborative innovation teams can promote team innovation performance. Team job crafting has a mediating effect on team innovation performance in boundary-spanning activities of collaborative innovation teams. Team job crafting and individual job crafting mediate between the boundary-spanning activities of collaborative innovation teams and team innovation performance. Further analysis using the double difference model found that compared to teams without boundary-spanning activities, teams with boundary-spanning activities can directly improve team innovation performance. When team reflection is vital, and task interdependence is high, it will promote team innovation performance. This research enriches the research on the effects of boundary-spanning activities of collaborative innovation teams, explores solutions based on quasi-nature, and provides a reference for improving the team innovation performance of collaborative innovation teams.

The study is focused on identifying areas of individualization in those mature organizations in which employees are free to make changes. In addition, factors affecting work-life balance and overlap between the jobs employees do and would like to do are determined. A critical review of the literature and a diagnostic survey, including interviews, questionnaires and observations, were used in the research process, together with the analysis of data concerning working conditions. Employees' opinions (n=300) on individualization areas, job crafting and overlap between performed and preferred jobs were analyzed. Calculations were done using IBM SPSS. According to the results, the maintenance of work-life balance (WLB) and the implementation of job crafting positively affect employee efficiency, counteracting professional burnout and a decrease in motivation. It turns out that employees of mature organizations are familiar with the areas of individualization and in some cases have freedom to implement job crafting. They like the work they do, which translates into well-maintained work-life balance. However, a big challenge for mature organizations is the constantly changing economic environment, the long-term nature of work-life balance programmes and their deferred effects. The results of the research can be an important starting point for extended studies.

In previous researches, Job Crafting questionnaire to develop is consists of 3 factors which are Task Crafting, Cognitive Crafting, and Relationship Crafting with 12 to 17 items. The purpose of study is to develop JCQ for leisure sports instructor of Korean. 274 valid samples are used for analysis. Data collecting is purposeful sampling. At result, for Korean Sports Instructor Job Crafting Scale is constructed 3 factors with 12 items is constructed by 3 step procedure. KSIJCQ is confirmed on convergent discriminant validity evidence. In conclusion, KSIJCQ is a valid scale of the measuring and distributes Job Crafting of generalization in sports.

The war to technology and economic power have been the driver for industrialization in most developed countries. The first industrial revolution (industry 1.0) earned millions for textile mill owners while the second industrial revolution (industry 2.0) opened the way for tycoons and captains of industry like John D. Rockefeller, J.P. Morgan and Henry Ford. The third industrial revolution (industry 3.0) engendered technology giants like Apple and Microsoft, and made magnates of men like Steve Jobs and Bill Gates. Now, the race for the fourth industrial revolution (industry 4.0) is on and there is no option, every country whether developed or developing must participate. Many countries have positively responded to industry 4.0 by developing strategic initiatives to strengthen industry 4.0 implementation. Unlocking the country’s potential to industry 4.0 has been of interest to researchers in the recent past. However, the extent to which industry 4.0 initiatives being launched globally has never been revealed. Therefore, the present study aimed at exploring industry 4.0 initiatives through comprehensive electronic survey of literature to estimate the extend of its launching in different regions. Inferences were drawn from industry 4.0 initiatives in developed nations to be used as the recommendations for East Africa Community. Results of the survey revealed that 117 industry 4.0 initiatives have been launched in 56 countries worldwide consisting of five regions. The country’s percent of industry 4.0 initiatives as per region were: Latin America and the Caribbean (15%), North America (40%), Europe (53%), Asia and Oceania (25%), Middle East and Africa (11%). While the worldwide percent was estimated as 25%. This revealed that the big gap is existing between countries towards the race for industry 4.0.