Abstract: Based on self-regulatory theory, this paper uses the dyad data of 283 employees from 31 companies to investigate how consistent culture and achievement motivation drive multi-dimensional and multi-directional behaviors of self-centered job-crafting. The results of multilevel analysis show: Both achievement motivation and consistent culture (as a strong culture) can independently drive individuals to perform more promotion-focused job-crafting behavior (including increasing relational resources, increasing structural resources and increasing challenging demands), but can not inhibit the prevention-focused job-crafting behavior (i.e., decreasing hindering job demands); Consistent culture (as a relationship-oriented culture) can only mitigate the positive impact of achievement motivation on increasing relational resources, but can not moderate the effect of achievement motivation on increasing structural resources, increasing challenging demands and decreasing hindering demands. These results highlight that achievement motivation and consistent culture are the dual core drivers of job-crafting behaviors, and the interaction effects between the dual core driving forces exist only in specific culture type and its corresponding behavior. These conclusions not only enrich the antecedents of self-centered job-crafting behavior but also provide some viewpoints on how to guide the employees to craft their job positively.

Key words: job crafting behavior, achievement motivation, consistent culture, self-regulatory theory