Abstract
Researchers are increasingly interested in how employee relational processes affect virtual team outcomes. Applying attachment theory and the Job Demands–Resources model, we examined the relationship between employee attachment orientations and work engagement, and the mediating role of collaborative job crafting. In a three-wave longitudinal panel study of 1,178 employees in 225 virtual teams, autoregressive and multilevel structural equation modeling showed direct negative effects of (anxious and avoidant) attachment on work engagement. Indirectly, however, attachment positively influenced engagement, partially mediated by collaborative job crafting. Implications for attachment inclusive practices that support collaborative job crafting and work engagement are discussed.
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