Collaborative Crafting in Call Centre Teams

GILES MCCLELLAND, Desmond Leach, Chris Clegg, Ian McGowan

Research output: Contribution to journalArticle (journal)peer-review

70 Citations (Scopus)


Job crafting research has typically examined the antecedents and outcomes of individual-level crafting. In this study, we test a model of team-level or collaborative job crafting using data collected from 242 call centre teams and supervisors' ratings of team performance. The focus on teams with narrowly defined tasks and limited decision-making responsibility are unique features of this study. As predicted, collaborative crafting was found to relate positively to team efficacy, team control, and team interdependence, which in turn were found to relate positively to work engagement and team performance. The implications for theory development, future research, and practice are discussed.
Original languageEnglish
Pages (from-to)464-486
JournalJournal of Occupational and Organizational Psychology
Issue number3
Publication statusPublished - 1 Sept 2014


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