Bandung — Organizational support for innovation can encourage employees to proactively reshape and improve the way they work, which can subsequently strengthen knowledge-sharing behavior. This finding was reported by Rania Apriella Putri Kurniawan, Anita Silvianita, and Alex Winarno from Telkom University, Bandung, through a study involving employees of PT XZY in the creative industry. The findings show that Job Crafting serves as an important pathway connecting organizational support for innovation with knowledge-sharing behavior in the workplace.
Increasingly dynamic business competition requires companies to create work environments that encourage both innovation and collaboration. The ability to generate new ideas depends not only on technology but also on how employees interact, cooperate, and exchange experiences with colleagues. Knowledge Sharing is important because it allows individual experiences, information, and expertise to contribute to collective learning and organizational development.
In this context, Support for Innovation includes managerial encouragement, available resources, facilities, recognition of new ideas, and workplace conditions that allow employees to experiment. However, organizational support does not necessarily lead directly to Knowledge Sharing. Employees may first respond to organizational support by changing the way they perform their jobs.
These proactive changes are described as Job Crafting. The concept refers to employees’ efforts to adjust their jobs according to their abilities, needs, and personal goals. Such efforts may include seeking training, building stronger workplace relationships, requesting feedback, finding additional resources, or taking on new responsibilities and challenges.
Kurniawan, Silvianita, and Winarno used a quantitative approach involving 100 employees of PT XZY. The company operates in the creative industry and has a workforce population of 388 employees. Participants were selected through purposive sampling, while the minimum sample requirement was calculated using G*Power and resulted in 89 respondents. The final 100 usable responses therefore exceeded the required minimum.
Data were collected through a five-point questionnaire ranging from strongly disagree to strongly agree. The researchers measured three main constructs: Support for Innovation, Job Crafting, and Knowledge Sharing. The relationships between these variables were analyzed using SmartPLS 4 to examine both direct and indirect effects.
The respondent profile showed that 61 percent were women and 39 percent were men. The largest age group was 31–35 years old, representing 31 percent of respondents, followed by the 26–30 age group at 24 percent. In terms of education, 47 percent held a bachelor’s degree, while 28 percent were high school graduates. Respondents represented several divisions, including Supply Chain, Commercial Business, and Business Support.
The analysis found a significant relationship between Support for Innovation and Job Crafting. The path coefficient reached 0.577, with a significance level below 0.001. This means that stronger organizational support for innovation is associated with a greater tendency among employees to proactively adjust, develop, and improve the way they perform their work.
Job Crafting also demonstrated a strong relationship with Knowledge Sharing. The coefficient reached 0.685, with a significance level below 0.001. This finding suggests that employees who actively reshape and develop their jobs may have more opportunities to interact with colleagues, seek information, exchange experiences, and share knowledge.
The most notable finding concerns the mediating role of Job Crafting. The indirect effect of Support for Innovation on Knowledge Sharing through Job Crafting reached 0.421, with a significance level of 0.002. This confirms that Job Crafting functions as a mechanism through which organizational support for innovation becomes connected with knowledge-sharing behavior among employees.
However, the study also identified a different pattern in the direct relationship. Support for Innovation had a negative and significant direct effect on Knowledge Sharing, with a coefficient of -0.247 and a significance level of 0.028. The researchers suggest that within PT XZY, employees may primarily use organizational innovation support to develop new ideas, improve their individual work processes, or solve their own work-related problems before directly sharing knowledge with colleagues.
This finding makes the overall relationship particularly interesting. Innovation support is negatively associated with Knowledge Sharing when examined directly, but the indirect relationship becomes positive when Job Crafting is involved. This pattern indicates that companies need to do more than provide resources, managerial support, or recognition for innovation. They also need to create conditions that encourage employees to proactively reshape and improve their work.
The research model explained 33.3 percent of the variation in Job Crafting through Support for Innovation. Meanwhile, Support for Innovation and Job Crafting together explained 38.4 percent of the variation in Knowledge Sharing. The remaining variation was attributed to other factors outside the research model.
For companies, the findings suggest that an innovation-oriented culture should be accompanied by opportunities for employees to take initiative. Employees who are encouraged to explore new ways of working, develop their skills, seek feedback, collaborate, and accept new challenges may have greater opportunities to exchange knowledge with colleagues.
This is particularly relevant in creative industries, where work processes and collaboration requirements can change rapidly. The study demonstrates that innovation is not limited to generating new ideas. It also involves employees’ ability to reshape their jobs and interact proactively with their work environment.
Rania Apriella Putri Kurniawan, Anita Silvianita, and Alex Winarno concluded that Job Crafting plays a significant role in the relationship between Support for Innovation and Knowledge Sharing. They emphasize the importance of encouraging organizational support for innovation while providing employees with opportunities to proactively shape and develop their work.
The study has limitations because it focused on a single organization in the creative industry and used cross-sectional data, meaning that the findings may not automatically apply to other companies or industries. Further research involving different organizations and sectors, as well as longer observation periods, is needed to examine how the relationships among these factors develop over time.
Authors
Rania Apriella Putri Kurniawan — Telkom University, Bandung
Anita Silvianita — Telkom University, Bandung
Alex Winarno — Telkom University, Bandung
Research Source
Title: The Role of Job Crafting in the Relationship between Support for Innovation and Knowledge Sharing at PT XZY
Journal: East Asian Journal of Multidisciplinary Research (EAJMR), Vol. 5 No. 8, 2026, pages 3215–3230.
DOI: https://doi.org/10.55927/eajmr.v5i8.252
Journal Link: https://journaleajmr.my.id/index.php/eajmr
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