We investigated the antecedents of innovative behavior that is essential for the firms confronting high competition from job design perspective and psychological state perspective. For more details, we explored the effects of job crafting as the antecedents of job design factor and work engagement as the antecedents of psychological state. The traditional job design which is originated from Taylorism was successful in optimizing physical efficiency but fail in improving workers’ psychological motivation.
Criticizing motivational failure, Hackman and Oldham suggested new way for job design, that is, JCT(Job Characteristics Theory), that empathize reflecting job design factors stimulating employees’ intrinsic motivation for job design. However, recently, some researchers argued that both the two approaches are not suitable to catch up fast environmental changes and develop employees intrinsic motivation because they are all top-down ways. From these backgrounds, job crafting, which means the behavior to fit given job to their own competence and conditions and develop their intrinsic motivation, has drown researchers’ and practitioners’ interest as the alternative ways for JCT. We expected that job crafting will increase work engagement and increased engagement will increase
innovative behavior. To test our model, we collected data from 223 employees from Korean large firms
and conducted structural equation model for hypothesis test. According to results, job crafting had positive effect on work engagement, work engagement also had positive effect on innovative behavior, but the direct effect of job crafting on innovative behavior was not supported. With these, we discussed theoretical and practical implications.