Extending the job demands-resources theory beyond the work domain: narratives of Chinese senior executives

Abstract

PurposeExtensive research has demonstrated the influence of job resources on mitigating the impact of high job demands on individual well-being. Still, little is known about how individuals use job resources to cope. This study advances job demands-resources (JD-R) theory by investigating the process of job resource utilization from a coping perspective.Design/methodology/approachThis study is based on in-depth interviews with 32 Chinese senior executives using a Critical Incident Technique (CIT) for data collection and thematic analysis for data analysis.FindingsData analysis reveals a 2x2 matrix model of resource utilization, highlighting the relevance of internal and external job resources in coping and resource creation.Practical implicationsThe findings suggest that work stress intervention should look beyond the organizational domain and assist senior executives in exploring and developing external resources for coping. Additionally, organizations should equip senior executives with sufficient support to create new job resources that effectively manage complicated job demands.Originality/valueThe results of this study extend the understanding of job resources by distinguishing internal and external job resources. It also provides a dynamic view of resource utilization, emphasizing the role of job crafting in creating adaptable job resources to meet job demands.