earticle

영어

The rapid advancement of big data and artificial intelligence (AI) technologies is profoundly reshaping the global industrial landscape and human resource management practices. The wave of production automation, epitomized by Industry 4.0, has increasingly replaced traditional human labor with machine labor, enhancing production efficiency while also raising concerns about technological unemployment. AI has not only transformed production methods but may also fundamentally reshape the innovation process itself, making employees’ innovation capabilities and organizational commitment critical for maintaining workplace competitiveness in the intelligent era. At the same time, big data and AI technologies empower employees by enabling convenient access to information, facilitating skill acquisition, and supporting collaboration across time and space. These advancements provide employees with unprecedented opportunities to independently design and manage their work tasks. In this context, job crafting, defined as employees' proactive adjustments to their work tasks, methods, and relationships, has garnered growing attention from both scholars and practitioners. Job crafting not only enhances employees’ adaptability in response to technological changes but also enables them to leverage their strengths more effectively. By increasing work meaningfulness and job satisfaction, job crafting fosters greater work autonomy and a stronger sense of purpose. Through job crafting, employees gain higher levels of work autonomy, which in turn strengthens their sense of identity and belonging within the organization, ultimately enhancing their organizational commitment. Moreover, job crafting creates opportunities for exploration and experimentation, stimulating employees’ innovative potential and promoting innovative behavior. Notably, both organizational commitment and innovative behavior require deep psychological engagement, underscoring the importance of psychological mechanisms in this process. While prior research has predominantly focused on organizational factors such as leadership styles and organizational culture, there has been relatively limited exploration of individual psychological mechanisms. Psychological ownership may play a crucial mediating role in this relationship. Job crafting not only directly enhances employees’ organizational commitment and innovative behavior but also reinforces these positive effects by fostering a stronger sense of belonging and responsibility for their work. However, existing studies have primarily examined the direct effects of job crafting, with limited attention to the underlying psychological mechanisms. Building on this gap, this study presents the following key findings: (1) job crafting positively influences organizational commitment; (2) job crafting positively influences innovative behavior; (3) psychological ownership mediates the relationship between job crafting and organizational commitment; and (4) psychological ownership mediates the relationship between job crafting and innovative behavior. These findings highlight that, in the context of rapid technological change, job crafting not only facilitates employee adaptation but also generates greater organizational value. By examining the psychological mechanisms underlying job crafting, this study addresses a critical theoretical gap and provides practical insights for organizations seeking to develop more effective management strategies that simultaneously enhance both employee commitment and innovation performance.