Search results

This paper aims to investigate how social capital (e.g. structural, cognitive and relational) influences trust (e.g. cognitive-/affective-based trust), which includes influencing knowledge-sharing behavior for Indonesian Facebook users in the context of social networking sites.

Indonesian students were recruited for an online survey study. Structural equation modeling was used to test the research hypotheses.

Social capital has a crucial role in increasing cognitive-based trust and affective-based trust. Furthermore, affective-based trust is a partial mediator between social capital and knowledge-sharing behavior, whereas cognitive-based trust is a full mediator between social capital and knowledge-sharing behavior.

This study is limited to Indonesian Facebook users. Future research needs to examine specific conditions, situational contexts and sub-cultures that may influence social capital, trust and knowledge-sharing behaviors of Facebook users in other parts of the world.

The education stakeholders can identify the user objectives and rational concerns to improve their social capital and trust and support their valuable and unique experiences to share knowledge.

This study contributes to the literature on virtual communities. Specifically, it considers how social capital influences trust, which subsequently affects knowledge-sharing behavior based on the uses and gratifications theory among Facebook users.

This study, based on social exchange theory, aims to explore knowledge hiding behavior in relation to shared goals of individuals working in teams and trust (cognitive-based trust and affective-based trust) as a boundary condition on shared goals and knowledge hiding relationship.

A total sample of 270 reliable questionnaires are collected from university students in China. SPSS and AMOS are employed for the data analysis of the proposed model.

Findings of the study have indicated that shared goals are negatively associated with knowledge hiding behavior. Furthermore, trust (cognitive-based trust and affective-based trust) moderates the relationship between shared goals and knowledge hiding behavior.

This study has provided empirical proof and in-depth understanding and recommendations for supervisors and administrative authorities to form the culture of groups/teams with shared goals to reduce the undesirable individual behaviors.

This study, among the first empirical studies investigating the relationship between shared goals and knowledge hiding behavior, trust as a moderator, enriches the existing academic literature of and provides valuable insight into the research on knowledge hiding and knowledge management.

Drawing on social exchange theory, this paper aims to clarify the influences of ethical leadership (EL) on knowledge-sharing (KS) behaviours of employees through the mediating roles of affective- and cognitive-based trust in leadership. This work further offers deeper insight into the moderating mechanism of distributive justice in the EL–KS relationship.

Structural equation modelling (SEM) is used to investigate the influential degree of EL, aspects of employee trust in leadership and distributive justice on employee behaviours towards tacit and explicit knowledge via data collected from 339 participants in 75 Vietnamese firms.

The empirical findings reveal that employee trust in leadership positively mediates the relationship between EL and KS behaviours. In particular, distributive justice significantly fosters the impacts of EL on tacit and explicit KS behaviours.

Managers and practitioners should strengthen EL practices to build and maintain employee trust in them for promoting KS behaviours. In addition, research highlights the necessity of establishing distributive justice in organisations to enhance the effect of EL on KS behaviours of employees.

This paper is unique in its attempts to advance the insights on the theory of leadership and knowledge management by investigating the different moderated-mediation mechanisms in the relationship between EL and specific aspects of KS behaviours.

This paper aims to explore the impact of interprofessional healthcare collaboration among nurses on patient healthcare services in the United Arab Emirates (UAE).

Data were gathered through a randomly distributed questionnaire (N = 248), constructed using established scales or the variables under study. The sample consisted of nurses and patients from various hospitals and clinics across the UAE. The collected data were analyzed using SPSS (Version 28) and Amos (Version 29) software, employing factor analysis, reliability testing and mediation analysis.

The study reveals a positive relationship between swift trust (ST) and its dimensions with both team interactive behavior (TIB) and nurse team creativity (TC). TIB was found to significantly mediate the effect of ST on TC. Additionally, based on closed-ended questions, a positive correlation was observed between team task conflict (TTC) and TC. However, no significant impact of TTC on nurse TC was identified through open-ended questions.

This research presents a unique analysis of the influence of interprofessional collaboration on patient healthcare services in the UAE, offering valuable insights for policy improvement by enhancing nursing conditions. Furthermore, the study contributes to the existing literature by examining the relationship between ST, TIB, TTC and TC.

As an emerging technology, medical artificial intelligence (AI) plays an important role in the healthcare system. However, the service failure of medical AI causes severe violations to user trust. Different from other services that do not involve vital health, customers' trust toward the service of medical AI are difficult to repair after service failure. This study explores the links among different types of attributions (external and internal), service recovery strategies (firm, customer, and co-creation), and service recovery outcomes (trust).

Empirical analysis was carried out using data (N = 338) collected from a 2 × 3 scenario-based experiment. The scenario-based experiment has three stages: service delivery, service failure, and service recovery. The attribution of service failure was divided into two parts (customer vs. firm), while the recovery of service failure was divided into three parts (customer vs. firm vs. co-creation), making the design full factorial.

The results show that (1) internal attribution of the service failure can easily repair both affective-based trust (AFTR) and cognitive-based trust (CGTR), (2) co-creation recovery has a greater positive effect on AFTR while firm recovery is more effective on cognitive-based trust, (3) a series of interesting conclusions are found in the interaction between customers' attribution and service recovery strategy.

The authors' findings are of great significance to the strategy of service recovery after service failure in the medical AI system. According to the attribution type of service failure, medical organizations can choose a strategy to more accurately improve service recovery effect.

This paper aims to explore Indonesian students' perceptions of student exchanges or studies abroad regarding cultural intelligence's influence on innovative behavior through interpersonal trust.

This study has used a quantitative research approach. Data analysis uses an approach structural equation modeling-partial least squares (SEM-PLS) supported by program computer software Smart-PLS 3.0. An online questionnaire was distributed to 224 respondents, but only 214 were qualified. In this study, the respondent is Indonesian students who have been completed or are currently conducting student exchanges or studying abroad in the Asia and Australia region.

This pilot study reveals that high cultural intelligence students positively affect their individuals' innovative behavior. Moreover, interpersonal trust levels would mediate the influence of cultural intelligence on individual innovative behavior students. These results indicate that most Indonesian citizen students who took part in student exchanges or studying abroad had high cultural intelligence.

This study focused on influence cultural intelligence on individuals' innovative behavior, which is referred to as cross-cultural interaction. Also, this study focused on Indonesian citizen students who took part in student exchanges or studying abroad. This kind of research has not been thoroughly or even not been discussed in academic research. Therefore, it was necessary to put this issue into a science education and management science.

Employee trust research has been criticized for restricted theoretical conceptualization, limited contextual application and low replication of measures in organizational studies. The purpose of this paper is to expand the theoretical framework underpinning individual-level organizational trust to include cognitive and socio-affective components in order to examine trust determinants in a unique cultural setting.

A national survey of 653 employees from six companies in Jamaica completed the perceived organizational support scale, perceived organizational justice scale, employee trust propensity scale and the organizational trust measure (Rawlins, 2008) after focus groups revealed the role of socio-cultural values in employee trust relationships.

Controlling for common methods variance, confirmatory factor analyses revealed that a model of organizational trust that included a combination of cognitive and socio-affective determinants was more valid in the Jamaican culture than a model comprised of cognitive determinants alone. National social values of justice and respect were significant determinants of employee trust. Results also provide validity evidence for the previously non-replicated Rawlins trust scale, thereby, providing future researchers with a measure that can be readily replicated.

Employee trust levels influenced participation and consequently restricted the sample size and industry profile of the survey. Cross-cultural trust researchers are, therefore, encouraged to design studies with similar subject loss projections.

Strict focus on the collectivistic/individualistic dimension of culture restricts researchers’ ability to measure trust effectively across a range of settings. The authors, therefore, propose the uncertainty avoidance dimension as a more valid paradigm to understand inter-cultural differences in trust orientations, particularly in restricted trust domains.

Hotels conducting international business are acknowledging the importance of an expatriate general manager (GM), to increase the effectiveness of their knowledge management system through the sharing of knowledge between expatriates and local employees. In the aspect of comparative leadership studies, this study attempts to compare and analyze the effects of knowledge sharing (KS) efforts, which are competencies of expatriate GMs and local GMs, on employee trust, organizational KS and employee loyalty.

Data were collected from employees of 7 hotels managed by expatriate GMs among 16 franchising luxury (5-star) hotels, and from employees of 6 hotels operated by local GMs among 9 local luxury hotels located in Korea. Structural equation modeling method using SmartPLS 3.3.3 was used to analyze the data.

Expatriate GM’s two-way KS influences affective trust but does not influence cognitive trust. Affective trust influences cognitive and organizational KS but does not influence employee loyalty. Cognitive trust does not influence organizational KS but influences employee loyalty. Finally, organizational KS significantly affects employee loyalty. In addition, in the analysis comparing the estimates between expatriate and local GM group, significant differences in groups were found for the impact of GM’s two-way KS on cognitive trust, for the impact of affective trust on organizational KS, for the impact of affective trust on employee loyalty and for the impact of cognitive trust on organizational KS.

This study shows that knowledge management designs need to consider different effects of expatriate GMs’ and local GMs’ capabilities on employee attitudes and behavior considering cultural impacts. Expatriate GMs will greatly benefit their effort for KS by assuring employees that they are attentive to their needs, interests and problems.

This study not only contributes to the existing social capital theory but also provides managerial implications for human resources management in the hospitality field through a comparative study of KS efforts of expatriate and local GMs.

This study aims to explore the influence of different types of cleanliness information provided on the Airbnb platform (hosts’ sanitation labels, Airbnb cleaning protocol and previous guests’ reviews) on guests’ trust and behavioral intentions.

This study uses an online scenario-based experimental design. A two-step approach was applied to discover the proposed relationships by assessing the measurement model fit and validity of the constructs with confirmatory factor analysis and testing study hypotheses with structural equation modeling.

The results demonstrate that three types of cleanliness information (i.e. provided by Airbnb’s hosts, platform and customer reviews) had statistically significant effects on customers’ trust and behavioral intentions.

The research results provide practical recommendations for Airbnb hosts and peer-to-peer accommodation platforms on using several types of textual and visual cleanliness information to influence guests’ attitudes and behavioral intentions.

This study advances knowledge by introducing new factors affecting guests’ trust and behavioral intentions in peer-to-peer accommodation settings and differentiating the effects of different sources of cleanliness information and different types of guests’ trust.

To address the increasing need for novel approaches to leadership that deal with the challenges organizations face as they flatten, diversify, and confront increasingly complex problems.

A meso‐level theoretical model is developed that outlines the relationship between self‐ and shared leadership, focusing on the intermediary processes of trust, potency, and commitment that may lead to the development of shared leadership and ultimately more innovative knowledge creation.

Nine propositions are developed, addressing the relationships between self‐ and shared leadership, concluding with some of the theoretical and practical implications of the model and specific recommendations for future empirical work in this area.

An important boundary condition of the model is that it assumes team and organizational incentives are in place to encourage team building and the facilitation of team over individual achievements.

Conceptualizing leadership in this way leads to numerous unanswered questions regarding how team dynamics influence, and are influenced by, various forms of leadership (including lateral, upward, and downward influence attempts). Greater dialogue between the team dynamics literature and the leadership literature may lead to new insights into how shared leadership is influenced by a variety of team characteristics, including team ability, size, member maturity, familiarity, likeability, cohesion, etc., all of which are potential areas for future research.

Important research questions that stem from consideration of these two theories in concert will prove critical in understanding the complex interrelationships among self‐leadership, shared leadership, and the creation of new knowledge in today's complex and dynamic organizations.