Drawing on the transactional theory of stress and self-regulation theory, we propose a conceptual framework to examine how change frequency relates to approach or avoidance adaptations. Multiwave, multisource data from a matched sample of 424 subordinates and their supervisors indicate that (a) approach and avoidance crafting mediates the negative relationship between change frequency and adaptivity, (b) the need for human connection weakens the relationship between change frequency and approach–avoidance crafting, (c) the need for control strengthens the relationship between change frequency and approach–avoidance crafting, and (d) change frequency has a weakened (strengthened) indirect effect on adaptivity via approach crafting and avoidance crafting when employees have a high need for human connection (control). This study expands the research on job crafting and adaptivity and provides practical implications for organizations undergoing or soon to undergo changes.

Drawing upon social comparison theory, we investigated the influencing mechanism between relational job crafting and workplace loneliness and its boundary condition. A multiple‐source, multi‐wave field study was conducted with data collected from 267 employee–peer dyads in three Chinese firms. The results showed that there is an inverted U‐shaped relationship between promotion‐oriented relational crafting and loneliness via peer social undermining. Meanwhile, prevention‐oriented relational crafting is positively related to loneliness through peer social undermining. Moreover, impression management motive moderates the inverted U‐shaped relationship between promotion‐oriented relational crafting and peer social undermining. Implications of these findings are discussed.

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