Because job crafting research proposes that individuals alter jobs on their own, there is an open debate on how others influence an individual’s job crafting. Whereas previous research has recognized that incumbents engage in job crafting depending on the characteristics of their own job, this study shows that job crafting depends on the job characteristics of the incumbents’ network contacts, meaning all employees in the organization with whom the incumbents frequently communicate about task-related issues. Applying role theory, the article theorizes that network contacts act as role senders who affect job crafting because they communicate role expectations that vary as a function of their own task activities. Key empirical findings show that contacts’ autonomy and contacts’ feedback from the job positively affect job crafting, whereas contacts’ task significance exercises a negative effect. The findings further show that the effect of job crafting on performance depends on the central position occupied by the incumbent in the network of relationships. When designing jobs, managers should therefore not only consider the tasks of each single incumbent but also the tasks of the people connected to him or her.