The Role of Job Crafting in the Relationship between Support for Innovation and Knowledge Sharing at PT XZY

Abstract

Increasingly dynamic business competition encourages companies to create a work environment that supports innovation while fostering employees’ knowledge-sharing behavior. Opportunities for employees to formulate new ideas are not the sole outcome of Support for Innovation, because such organizational backing can also stimulate individuals to redesign elements of their jobs proactively through Job Crafting. Accordingly, this research investigates whether Job Crafting functions as an intervening mechanism between Support for Innovation and Knowledge Sharing within PT XZY. A quantitative methodology employing a cross-sectional framework was adopted. When Job Crafting was introduced as the intermediary mechanism, the resulting indirect relationship became significant and positive (β = 0.421). The explained variance reached R² = 0.333 for Job Crafting and R² = 0.384 for Knowledge Sharing. Because the immediate and mediated pathways move in contrasting directions, the mediation structure reflects a competitive mediation pattern. Collectively, the evidence positions Job Crafting as a behavioral pathway through which Support for Innovation becomes connected with Knowledge Sharing.