• Journal of Korea Society of Industrial Information Systems
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• v.29 no.5
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• pp.157-171
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• 2024

Recently, empowering leadership, which leads to psychological motivation by giving members authority, responsibility, and autonomy for decision-making and instilling a sense of ownership in their work, as well as the suitability between individual members and their jobs, has been emphasized as determining the success of an organization in a rapidly changing environment. In addition, jobcrafting is attracting attention as an action that proactively readjusts the physical, cognitive, and relational scope of work by changing beliefs and attitudes toward a given task. Therefore, this study examines the structural relationship between empowering leadership, person-job fit, jobcrafting, knowledge-sharing behavior, and innovation behavior. A survey was conducted on members of travel agencies in Busan and Gyeongnam, and the results showed that first, empowering leadership had a positive (+) significant effect on jobcrafting, and person-job fit had a positive (+) significant effect on jobcrafting. Second, it was found that jobcrafting had a positive (+) significant effect on knowledge-sharing behavior and innovation behavior, and finally, knowledge-sharing behavior had a positive (+) significant effect on innovation behavior, so all hypotheses were adopted. This study shows that in order to induce knowledge-sharing behavior and innovation behavior of members, it is necessary to create an environment in which jobcrafting can take place, increasing the level of empowering leadership, person-job fit, and increasing jobcrafting.