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Article
Publication date: 18 March 2024

Ishfaq Ahmed and Zafir Khan Mohamed Makhbul

Knowledge is the source of competitive advantage, but when shared at all levels. Unfortunately, there is a universal unruly present in the form of knowledge hiding at employees’…

Abstract

Purpose

Knowledge is the source of competitive advantage, but when shared at all levels. Unfortunately, there is a universal unruly present in the form of knowledge hiding at employees’ level, but the causes and remedies are still vague as past studies have rarely investigated the causes of daily knowledge hiding behavior. Against this backdrop, this study aims to entail a daily diary method investigation of the role of daily abusive supervision in daily employees’ knowledge hiding through the mediation of dehumanization and moderation of psychological capital.

Design/methodology/approach

The data for this study is collected using a daily diary method approach, which estimates the daily workplace events and their continuous influence on employees’ feelings (i.e. dehumanization) and actions (knowledge hiding). The daily responses of 279 respondents were considered useful for analysis purposes.

Findings

The findings of the study revealed that the daily events of abusive supervision have both direct and indirect (through dehumanization) influence on employees’ daily knowledge hiding behavior. Moreover, psychosocial capital has a significant conditional influence in the relationships of negative workplace treatments (abusive supervision and dehumanization) and their outcomes (i.e. knowledge hiding).

Research limitations/implications

The study provides some theoretical and practical insights by providing the explanatory and coping mechanism between continuous abusive supervision and daily knowledge hiding behavior.

Originality/value

There is a dearth of literature that has focused on daily episodes of abusive supervision, dehumanization and knowledge hiding behavior. Furthermore, the moderating role of psychological capital has also been rarely investigated.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 9 June 2023

Umar Farooq Sahibzada, Nadia Aslam Janjua, Muhammad Muavia and Suhaib Aamir

The purpose of this study is to examine the link between knowledge-oriented leadership (KOL) and organizational performance (OP) at Higher Education Institutions (HEIs) both…

Abstract

Purpose

The purpose of this study is to examine the link between knowledge-oriented leadership (KOL) and organizational performance (OP) at Higher Education Institutions (HEIs) both directly and indirectly through service innovation and knowledge-sharing quality.

Design/methodology/approach

This research used Smart PLS 4.0 to model structural equations using a sample comprising 237 academic staff from HEIs in China.

Findings

According to the study data, KOL has a negligible direct influence on organizational performance. The link between KOL and OP, on the other hand, is entirely mediated by the quality of knowledge sharing quality and service innovation.

Practical implications

The study results validate universities' experience with KOL and propose ways for academics at higher education institutions to prioritize the quality of knowledge sharing and service innovation, which in turn helps organizations function better in a volatile environment.

Originality/value

Despite the growing relevance of knowledge-oriented leadership in higher education, little research has been conducted to examine the mediating impact of numerous factors in the link between KOL and OP. The present research examines the link between knowledge-oriented leadership, the quality of knowledge sharing, service innovation and the performance of higher education institutions. The current study scientifically investigates the link between KOL and OP and offers insight into the existing literature by examining the mediating role of KSQ and SI.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 11 no. 1
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 6 March 2024

Xian Zheng, Xiao Hu, Chunlin Wu and Ju Bai

Although researchers have long recognized the importance of participating organizations’ (POs) relational behavior for mega construction projects (MCPs) performance, relational…

Abstract

Purpose

Although researchers have long recognized the importance of participating organizations’ (POs) relational behavior for mega construction projects (MCPs) performance, relational behavior may not be executed by POs without effective leadership from project owners. However, little is known about the mechanisms linking owners’ leadership styles to POs’ relational behavior. This study draws on full range leadership theory and role theory to examine the relationships between owners’ leadership styles (i.e. transformational and transactional) and relational behavior. POs’ role orientations (i.e. normative and economic) are considered as potential mediators.

Design/methodology/approach

Data were collected from 175 managers deeply involved in MCPs. Hierarchical regression model and bootstrapping methods were performed on the data to examine the direct effects of owners’ leadership on POs’ relational behavior and the mediating effects of POs’ role orientations.

Findings

The results revealed that both owners’ transformational and transactional leadership positively affect POs’ relational behavior, despite the former being higher than the latter, and indirectly influence relational behavior via POs’ normative and economic role orientation, respectively.

Practical implications

This study provides a clear picture of how owners’ leadership can motivate POs’ relational behavior to achieve high-quality inter-organizational relationships in MCPs. The findings can guide owners’ top manager selection by prioritizing those with transformational leadership, which is beneficial to achieving high-level relational behavior of POs. The results also imply that owners should pay greater attention to cultivating POs’ normative role orientation by encouraging teamwork and open communication to enhance their implementation of relational behavior.

Originality/value

Unlike previous research focusing more on intra-organizational leader–follower relationship within one PO, this study is one of the first to empirically confirm owners’ leadership as a critical antecedent of POs’ relational behavior, thus enhancing the theoretical understanding of inter-organizational relationship management in MCPs. Based on role theory, this study considers a novel organizational psychology mechanism, i.e. POs’ role orientations, as the mediator to unravel how owners’ leadership affects POs’ relational behavior, which was rarely invoked in MCP leadership literature.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

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