Purpose: The purpose of this paper is to examine and conceptualize the reciprocal relationship between work engagement and job crafting. Despite the fact that both constructs are essential for comprehending employee motivation and proactive work behaviors, the existing research has examines their relationship in a fragmented fashion, either positioning work engagement as a predictor of job crafting or by examining its consequences. This paper integrates empirical evidence to explain the bidirectional association between the Job Demands–Resources (JD–R) and Conservation of Resources (COR) theories.

Design/Methodology/Approach: A literature review was performed including papers published from 2010 to 2024. The search was conducted in Scopus employing the terms "job crafting," "work engagement," and "reciprocal relationship." After applying inclusion and exclusion criteria, 20 empirical studies were examined. The research were categorized into three groups: work engagement as a predictor of job crafting, job crafting as a predictor of work engagement, and a reciprocal relationship.

Findings: The review reveals that work engagement plays a dual role in relation to job crafting. Work engagement serves as a predictor that fosters proactive behaviors, prompting employees to reconsider their activities, relationships, and cognitive perceptions. Consequently, job crafting improves psychological empowerment, job resources, and meaningful work, all of which promote work engagement. A positive gain spiral is created by this cyclical interaction, whereby motivated workers create actions that increase their resources, which in turn boost engagement and support long-term performance and well-being.

Originality/Value: This research significantly contributes by bringing together disparate information and providing a reciprocal analysis of the relationship between work engagement and job crafting. It expands JD–R and COR theories by emphasizing the reciprocal development of professional and personal resources. The outcomes of the study suggest groundwork for future longitudinal and intervention studies, providing employers with valuable insights into how to enhance employee engagement over the long term through job crafting initiatives.