Pub Date : 2026-01-21DOI: 10.1146/annurev-orgpsych-020924-064336
Chia-Huei Wu, Yuyan Zheng, Wei-Ning Yang
Perfectionism, characterized by striving for excessively high standards and having overly critical self-evaluations, has attracted increasing interest in the work context in recent years. This review synthesizes the growing body of research on perfectionism in the workplace, exploring its impact on individual, leadership, team, and organizational dynamics. We review four conceptualizations of perfectionism—trait, state, behavioral, and domain-specific perspectives—and summarize findings from existing studies under each framework. Additionally, we examine how perfectionism influences managers’ leadership behaviors and followers’ outcomes. Furthermore, we discuss potential future research through a multilevel lens, considering within- and between-individual levels, leader–follower dyadic dynamics, team and organizational levels, and societal and cross-cultural differences. Our review highlights the complexities of perfectionism at work and identifies opportunities for advancing this area of research.
{"title":"Perfectionism at Work","authors":"Chia-Huei Wu, Yuyan Zheng, Wei-Ning Yang","doi":"10.1146/annurev-orgpsych-020924-064336","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-020924-064336","url":null,"abstract":"Perfectionism, characterized by striving for excessively high standards and having overly critical self-evaluations, has attracted increasing interest in the work context in recent years. This review synthesizes the growing body of research on perfectionism in the workplace, exploring its impact on individual, leadership, team, and organizational dynamics. We review four conceptualizations of perfectionism—trait, state, behavioral, and domain-specific perspectives—and summarize findings from existing studies under each framework. Additionally, we examine how perfectionism influences managers’ leadership behaviors and followers’ outcomes. Furthermore, we discuss potential future research through a multilevel lens, considering within- and between-individual levels, leader–follower dyadic dynamics, team and organizational levels, and societal and cross-cultural differences. Our review highlights the complexities of perfectionism at work and identifies opportunities for advancing this area of research.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"5 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2026-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146110076","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-01-21DOI: 10.1146/annurev-orgpsych-020625-112038
Susan J. Ashford
This perspectives article examines the historically overlooked potential of human agency in organizational settings, a topic I have been passionate about throughout my career. Agency refers to people's ability to influence life events and shape the outcomes they experience. My research has explored the ways in which individuals are agentic in creating the work lives they most want across topics as micro as feedback seeking, as macro as middle managers’ effectiveness and attempts at upward influence in the strategy process, and as current as professionals working out how to create their best life in the gig economy. Agency is intriguing for the very human issues it raises: the danger, risk, and anxiety over agency's appropriateness and payoff, but also the joy and empowerment that come from actively shaping the outcomes one experiences. I then review the various moves and decisions that have shaped my career in the hope that sharing these experiences and distilling takeaways might be helpful to others as they navigate their own paths in this field we love. It has been fascinating to be a part of the historical shift from primarily focusing on managerial actions in organizations to recognizing individual proactivity and initiative.
{"title":"Angles on Agency: A Research Life Betting on Human Initiative and Potential","authors":"Susan J. Ashford","doi":"10.1146/annurev-orgpsych-020625-112038","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-020625-112038","url":null,"abstract":"This perspectives article examines the historically overlooked potential of human agency in organizational settings, a topic I have been passionate about throughout my career. Agency refers to people's ability to influence life events and shape the outcomes they experience. My research has explored the ways in which individuals are agentic in creating the work lives they most want across topics as micro as feedback seeking, as macro as middle managers’ effectiveness and attempts at upward influence in the strategy process, and as current as professionals working out how to create their best life in the gig economy. Agency is intriguing for the very human issues it raises: the danger, risk, and anxiety over agency's appropriateness and payoff, but also the joy and empowerment that come from actively shaping the outcomes one experiences. I then review the various moves and decisions that have shaped my career in the hope that sharing these experiences and distilling takeaways might be helpful to others as they navigate their own paths in this field we love. It has been fascinating to be a part of the historical shift from primarily focusing on managerial actions in organizations to recognizing individual proactivity and initiative.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"90 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2026-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146110074","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-01-21DOI: 10.1146/annurev-orgpsych-110622-055845
Adrienne Colella, Stephan A. Boehm
We explore emergent micro-, meso-, and macro-level issues that impact the experiences of people with disabilities at work and how these issues can drive research. These issues have received little attention in the management literature. At the micro level we examine how the definition of disability has moved from the medical model to an interactionist model, the intersectionality between disability and other identities, and evolving assistive technology. At the meso level we focus on ableism; new forms of work impacting the inclusion of people with disabilities; how disability is treated in organizations’ diversity, equity, inclusion, and accessibility (DEIA) efforts; and the comparison of sheltered work to competitive market work. Finally, at the macro level, we examine the techno exclusion of people with disabilities, varying definitions of fairness (i.e., quotas versus accommodation), and the DEIA backlash.
{"title":"Disability and Employment in Transition: Challenges, Innovations, and Opportunities","authors":"Adrienne Colella, Stephan A. Boehm","doi":"10.1146/annurev-orgpsych-110622-055845","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-110622-055845","url":null,"abstract":"We explore emergent micro-, meso-, and macro-level issues that impact the experiences of people with disabilities at work and how these issues can drive research. These issues have received little attention in the management literature. At the micro level we examine how the definition of disability has moved from the medical model to an interactionist model, the intersectionality between disability and other identities, and evolving assistive technology. At the meso level we focus on ableism; new forms of work impacting the inclusion of people with disabilities; how disability is treated in organizations’ diversity, equity, inclusion, and accessibility (DEIA) efforts; and the comparison of sheltered work to competitive market work. Finally, at the macro level, we examine the techno exclusion of people with disabilities, varying definitions of fairness (i.e., quotas versus accommodation), and the DEIA backlash.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"41 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2026-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146110075","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-01-21DOI: 10.1146/annurev-orgpsych-020924-064233
Jari J. Hakanen, Janne Kaltiainen
Work engagement refers to an enduring, positive, affective-motivational state of employee well-being. Specifically, work engagement is a state of mind that is characterized by vigor, dedication, and absorption. In this review, after a brief introduction to other conceptualizations of engagement at work, we discuss the temporal and social aspects of work engagement and the main theoretical perspectives from which it is investigated. We also summarize the abundant information on the key antecedents and consequences of work engagement that over 20 years of research has produced and review work engagement in different contexts: in various groups, during organizational changes, and in remote work. After discussing different types of interventions that aim to boost work engagement, we end by presenting practical implications and future research options.
{"title":"Work Engagement: Feeling Happy, Motivated, and Resilient at Work","authors":"Jari J. Hakanen, Janne Kaltiainen","doi":"10.1146/annurev-orgpsych-020924-064233","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-020924-064233","url":null,"abstract":"Work engagement refers to an enduring, positive, affective-motivational state of employee well-being. Specifically, work engagement is a state of mind that is characterized by vigor, dedication, and absorption. In this review, after a brief introduction to other conceptualizations of engagement at work, we discuss the temporal and social aspects of work engagement and the main theoretical perspectives from which it is investigated. We also summarize the abundant information on the key antecedents and consequences of work engagement that over 20 years of research has produced and review work engagement in different contexts: in various groups, during organizational changes, and in remote work. After discussing different types of interventions that aim to boost work engagement, we end by presenting practical implications and future research options.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"294 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2026-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146110070","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-01-21DOI: 10.1146/annurev-orgpsych-020924-072249
Vicki J. Magley, Dana Kabat-Farr, Madison A. Malcore, Benjamin M. Walsh
With meta-analytically derived prevalence rates of 75% of employees, workplace incivility is a widespread workplace stressor. Increasing research over the past 25 years has demonstrated its importance to both employee well-being and organizational effectiveness. This review carefully considers the major theoretical perspectives surrounding workplace incivility, examines its correlates and boundary conditions, and considers the importance of the workplace context to its incidence and intervention. We attend to the growing international literature and provide directions for future research and practical implications.
{"title":"Workplace Incivility","authors":"Vicki J. Magley, Dana Kabat-Farr, Madison A. Malcore, Benjamin M. Walsh","doi":"10.1146/annurev-orgpsych-020924-072249","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-020924-072249","url":null,"abstract":"With meta-analytically derived prevalence rates of 75% of employees, workplace incivility is a widespread workplace stressor. Increasing research over the past 25 years has demonstrated its importance to both employee well-being and organizational effectiveness. This review carefully considers the major theoretical perspectives surrounding workplace incivility, examines its correlates and boundary conditions, and considers the importance of the workplace context to its incidence and intervention. We attend to the growing international literature and provide directions for future research and practical implications.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"86 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2026-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146110077","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-09-23DOI: 10.1146/annurev-orgpsych-020924-071546
Herminia Ibarra, Sarah Wittman, Kendall Smith
The evolving landscape of contemporary careers is marked by frequent nonlinear transitions and their concomitant identity dynamics. In this review we define career transition as a movement from one institutionally recognized work role sequence into a role that forms part of a different role sequence and that is perceived as career discontinuity by the person making the transition. We review the current state of research on career transition and professional identity to uncover overarching themes and important lacunae in our understanding of the antecedents, processes, and outcomes of change in today's varied and often circuitous careers, recommend directions for future research, and elaborate on practical implications for people and organizations.
{"title":"Career Transition and Professional Identity: Dynamic Processes, Multiple Selves, and Nonlinear Trajectories","authors":"Herminia Ibarra, Sarah Wittman, Kendall Smith","doi":"10.1146/annurev-orgpsych-020924-071546","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-020924-071546","url":null,"abstract":"The evolving landscape of contemporary careers is marked by frequent nonlinear transitions and their concomitant identity dynamics. In this review we define career transition as a movement from one institutionally recognized work role sequence into a role that forms part of a different role sequence and that is perceived as career discontinuity by the person making the transition. We review the current state of research on career transition and professional identity to uncover overarching themes and important lacunae in our understanding of the antecedents, processes, and outcomes of change in today's varied and often circuitous careers, recommend directions for future research, and elaborate on practical implications for people and organizations.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"2 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2025-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145128029","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-09-23DOI: 10.1146/annurev-orgpsych-020924-070839
Stuart C. Carr
The name Humanitarian Work Psychology denotes harmonization with successive United Nations goals to tackle poverty. These encompass universally inclusive access to decent work, aligning research with serving underrepresented, forgotten populations. Since 2000, research with humanitarian aid workers from and serving poverty- and other disaster-affected populations first improved aid work conditions, boosting aid and later welfare services. When working poverty globalized, a more extensive quantum supported making work in general more inclusive by backing enterprise capabilities and skills, among microentrepreneurs in the majority informal economy or carried by dislocated/relocating immigrant groups, and by theorizing fair-pay evaluation across minimum-, living- and maximum-waged groups, up and down the formal economy. Today these two groups are combining to reconceptualize structural elements of decent work into functional Sustainable Livelihoods. Essential for inclusive, just transitions during climate action, they function to weather poly-crises and sustain livelihoods for others—especially future generations.
{"title":"Humanitarian Work Psychology: Research with Underrepresented and Forgotten Populations","authors":"Stuart C. Carr","doi":"10.1146/annurev-orgpsych-020924-070839","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-020924-070839","url":null,"abstract":"The name Humanitarian Work Psychology denotes harmonization with successive United Nations goals to tackle poverty. These encompass universally inclusive access to decent work, aligning research with serving underrepresented, forgotten populations. Since 2000, research with humanitarian aid workers from and serving poverty- and other disaster-affected populations first improved aid work conditions, boosting aid and later welfare services. When working poverty globalized, a more extensive quantum supported making work in general more inclusive by backing enterprise capabilities and skills, among microentrepreneurs in the majority informal economy or carried by dislocated/relocating immigrant groups, and by theorizing fair-pay evaluation across minimum-, living- and maximum-waged groups, up and down the formal economy. Today these two groups are combining to reconceptualize structural elements of decent work into functional Sustainable Livelihoods. Essential for inclusive, just transitions during climate action, they function to weather poly-crises and sustain livelihoods for others—especially future generations.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"156 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2025-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145128031","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-09-22DOI: 10.1146/annurev-orgpsych-110622-040329
Mary Uhl-Bien, Melissa Carsten, Toby Newstead
Accelerating interest in followership research and practice is advancing development of followership as a field of study. Despite this, many are still confused by what followership is and how it differs from leadership. Findings from our review of followership research show that of the papers self-identified as followership, nearly half are more accurately described as leadership or general employee behavior (and not followership). Of the papers categorized as followership, nearly all use reversing the lens approaches, with less than 10% categorized as co-creation. Using these findings and drawing from the literature, we delineate theoretical boundaries between leadership, followership, and employeeship to help drive construct clarity in followership research. We also simplify previous conceptualizations of followership into two main categories of studies that emerged in our review: reversing the lens and co-creation approaches. We conclude by using paradigm interplay between reversing the lens and co-creation approaches to show how we can realize the potential and promise of followership by advancing theoretical frameworks that position leadership/followership as a co-creation.
{"title":"Toward Construct Clarity in Followership Research","authors":"Mary Uhl-Bien, Melissa Carsten, Toby Newstead","doi":"10.1146/annurev-orgpsych-110622-040329","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-110622-040329","url":null,"abstract":"Accelerating interest in followership research and practice is advancing development of followership as a field of study. Despite this, many are still confused by what followership is and how it differs from leadership. Findings from our review of followership research show that of the papers self-identified as followership, nearly half are more accurately described as leadership or general employee behavior (and not followership). Of the papers categorized as followership, nearly all use reversing the lens approaches, with less than 10% categorized as co-creation. Using these findings and drawing from the literature, we delineate theoretical boundaries between leadership, followership, and employeeship to help drive construct clarity in followership research. We also simplify previous conceptualizations of followership into two main categories of studies that emerged in our review: reversing the lens and co-creation approaches. We conclude by using paradigm interplay between reversing the lens and co-creation approaches to show how we can realize the potential and promise of followership by advancing theoretical frameworks that position leadership/followership as a co-creation.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"38 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2025-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145127423","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-09-17DOI: 10.1146/annurev-orgpsych-110622-044243
Spencer H. Harrison, Gabriel R. Sala, Jean M. Bartunek, Boram Do
Organizations rely on roles, routines, and other mechanisms to build systems of shared expectations. By definition, surprises occur when expectations are violated. Hence, surprise is inevitable in organizations and important because the experience of surprise threatens to undo the expectations that make organizations feel predictable and therefore workable. Reacting to surprises can therefore feel unpredictable and threatening. Indeed, surprises can be seen as offering evidence of poor planning and bad management. However, in this review, we integrate literature on surprise that offers a contrasting perspective: that individuals in organizations do not just react to and experience surprises but also proactively engineer them. Our review explores who engineers surprises, why they choose to do so, how they structure situations to create surprises, what happens as individuals and collectives deal with the emotional impact of surprises, and what happens next as individuals and collectives either learn from or dismiss surprises. Our review provides an important corrective to research that focuses exclusively on surprises as negative events in organizational life and offers questions for future research that provide an agenda for developing theory on engineering surprise.
{"title":"Surprise at Work: An Integrative Review of Engineering Surprises (Not Just Reacting to Them)","authors":"Spencer H. Harrison, Gabriel R. Sala, Jean M. Bartunek, Boram Do","doi":"10.1146/annurev-orgpsych-110622-044243","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-110622-044243","url":null,"abstract":"Organizations rely on roles, routines, and other mechanisms to build systems of shared expectations. By definition, surprises occur when expectations are violated. Hence, surprise is inevitable in organizations and important because the experience of surprise threatens to undo the expectations that make organizations feel predictable and therefore workable. Reacting to surprises can therefore feel unpredictable and threatening. Indeed, surprises can be seen as offering evidence of poor planning and bad management. However, in this review, we integrate literature on surprise that offers a contrasting perspective: that individuals in organizations do not just react to and experience surprises but also proactively engineer them. Our review explores who engineers surprises, why they choose to do so, how they structure situations to create surprises, what happens as individuals and collectives deal with the emotional impact of surprises, and what happens next as individuals and collectives either learn from or dismiss surprises. Our review provides an important corrective to research that focuses exclusively on surprises as negative events in organizational life and offers questions for future research that provide an agenda for developing theory on engineering surprise.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"1 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2025-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145089417","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-09-17DOI: 10.1146/annurev-orgpsych-020924-064242
Evangelia Demerouti
Job crafting empowers employees to proactively shape their work environment to better align with their skills, interests, and needs. This review provides a comprehensive overview of job crafting, examining its predictors, positive and negative outcomes, and the role of culture. Additionally, it discusses issues that have not been frequently addressed, such as the nomological network of job crafting, various forms of job crafting, and the time perspective in job crafting research. It outlines how to design effective job crafting interventions and suggests avenues for future research. By addressing gaps in our understanding of job crafting mechanisms and contextual factors, we can unlock its full potential to transform workplaces and improve employee experiences. This review emphasizes the importance of balanced job crafting efforts to maximize benefits while mitigating risks such as increased workload and burnout. Ultimately, understanding and promoting job crafting can lead to healthier, more engaged, and more productive workplaces.
{"title":"Job Crafting Revisited: Current Insights, Emerging Challenges, and Future Directions","authors":"Evangelia Demerouti","doi":"10.1146/annurev-orgpsych-020924-064242","DOIUrl":"https://doi.org/10.1146/annurev-orgpsych-020924-064242","url":null,"abstract":"Job crafting empowers employees to proactively shape their work environment to better align with their skills, interests, and needs. This review provides a comprehensive overview of job crafting, examining its predictors, positive and negative outcomes, and the role of culture. Additionally, it discusses issues that have not been frequently addressed, such as the nomological network of job crafting, various forms of job crafting, and the time perspective in job crafting research. It outlines how to design effective job crafting interventions and suggests avenues for future research. By addressing gaps in our understanding of job crafting mechanisms and contextual factors, we can unlock its full potential to transform workplaces and improve employee experiences. This review emphasizes the importance of balanced job crafting efforts to maximize benefits while mitigating risks such as increased workload and burnout. Ultimately, understanding and promoting job crafting can lead to healthier, more engaged, and more productive workplaces.","PeriodicalId":48019,"journal":{"name":"Annual Review of Organizational Psychology and Organizational Behavior","volume":"4 1","pages":""},"PeriodicalIF":13.7,"publicationDate":"2025-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145089412","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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