Differential interactive effects of learning from success/failure and organizational cultures on approach/avoidance job crafting and job performance

Abstract

The notion of learning leading to job crafting and subsequently enhancing job performance is quite established. However, a deeper investigation into the effects of learning from success/failure on approach/avoidance job crafting and subsequent job performance, and how certain cultural contexts render these effects more or less salient is lacking. We conducted a two-wave survey study on 214 unique supervisor-employee dyads. The results show some differential effects of learning from success/failure on approach/avoidance job crafting, indicating that experiences gained from success and failure, to a certain extent, lead to different job crafting. Organizational rational culture strengthens the positive relationship between learning from failure and avoidance job crafting, but has a statistically nonsignificant effect on the relationship between learning from success and approach job crafting. Organizational group culture strengthens the positive relationship between learning from success and approach job crafting and weakens the positive relationship between learning from failure and avoidance job crafting. These findings have nuanced implications for the learning, organizational culture, and job crafting literature.