Shaping Organizational Change: The Impact of Organizational Support and Job Crafting

Abstract

This study investigates the mediating role of job crafting in the relationship between perceived organizational support (POS) and resistance to change (RTC) among employees in the Turkish private sector. Drawing upon Social Exchange Theory and Self-Regulation Theory, the research proposes that when employees perceive high levels of organizational support, they are more likely to engage in job crafting behaviors—specifically task, relational, and cognitive crafting—which in turn reduce their resistance to organizational change. Data were collected from 202 employees through validated survey instruments and analyzed using structural equation modeling. The findings confirm that POS is negatively associated with RTC and positively related to all three dimensions of job crafting. Moreover, job crafting significantly mediates the relationship between POS and RTC, highlighting its critical role as a proactive strategy for adaptation during organizational change. The results provide both theoretical and practical implications by emphasizing the value of supportive environments and proactive employee behavior in managing change effectively.

Keywords

• Perceived Organizational Support
• Job Crafting
• Resistance to Change
• Organizational Change

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