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Article
Publication date: 22 July 2024

Ayushi Srivastava, Agrata Pandey, Dheeraj Sharma and Koustab Ghosh

This paper integrates research on quiet quitting (a mindset where employees restrict their efforts to their job description) and organizational learning (OL) to illustrate how…

Abstract

Purpose

This paper integrates research on quiet quitting (a mindset where employees restrict their efforts to their job description) and organizational learning (OL) to illustrate how quiet quitting challenges the sub-processes of OL.

Design/methodology/approach

By integrating the existing literature on quiet quitting and OL, this paper identifies and maps the challenges of quiet quitting to the sub-processes of OL, namely, intuiting, interpreting, integrating, and institutionalizing within the 4I framework of Crossan et al. (1999).

Findings

This paper conceptually establishes that quiet quitting undermines employees’ cognitive efforts and weakens employees’ contribution to team discussions. Further, quiet quitting undermines suggestion sharing and creates a reluctance to share knowledge, undermining OL.

Practical implications

The paper provides actionable strategies for managers to tackle the challenges of quiet quitting on OL.

Originality/value

To the best of the authors' knowledge, this study is amongst the first to illustrate the challenges of quiet quitting on OL.

Details

Development and Learning in Organizations: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 27 September 2019

Ayesha Irum and Agrata Pandey

Social media (SM) is amongst the latest techniques employed by organizations in their knowledge management endeavors. The paper provides a brief overview of how SM platforms are…

2295

Abstract

Purpose

Social media (SM) is amongst the latest techniques employed by organizations in their knowledge management endeavors. The paper provides a brief overview of how SM platforms are utilized for the creation, dissemination, and retention of knowledge. The various stages of knowledge management as supported by social media, is mapped through a framework.

Design/methodology/approach

A list of research articles on “social media and knowledge management” have been read and reviewed. The insights are summarized and a framework is proposed.

Findings

The framework demonstrates how SM tools aid in the creation of new knowledge, knowledge exchange and storage of the knowledge footprint. They help to generate varied forms of knowledge from different stakeholders. The freely available information acts as a knowledge source for the third party. The virtual nature of digital platforms motivates employees to share knowledge more openly, leaving a digital trace that can be accessed anytime, thereby building on to the knowledge base.

Originality/value

The article highlights how SM can be essential in the knowledge management processes in the organization. It showcases the prominence of everyday organizational interactions and experiences which together build a knowledge-rich culture.

Details

Development and Learning in Organizations: An International Journal, vol. 34 no. 1
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 11 January 2022

Sweta Sinha and Agrata Pandey

The study presents a framework of knowledge hiding (KH) driven by positive and negative intentions. The study also highlights the impact of KH on the employee’s role-related…

156

Abstract

Purpose

The study presents a framework of knowledge hiding (KH) driven by positive and negative intentions. The study also highlights the impact of KH on the employee’s role-related responsibility to engage in KH.

Design/methodology/approach

We review the literature on KH from the perspective of role strain theory and propose a conceptual framework.

Findings

The study proposes a conceptual framework of KH practices driven by positive and negative intent, further segregated into organizational and personal causes of KH. The framework also depicts the positive and negative impact of KH on the employees and highlights the impact of role-related responsibility of KH.

Originality/value

This paper provides a framework to understand how role-related KH responsibilities (organization driven) and personal motives map to employee outcomes.

Details

Development and Learning in Organizations: An International Journal, vol. 36 no. 5
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 7 December 2018

Madhurima Mishra and Agrata Pandey

This study aims to summarize the extant literature investigating the impact of leadership styles on the knowledge-sharing behavior of followers in the organizational context.

2005

Abstract

Purpose

This study aims to summarize the extant literature investigating the impact of leadership styles on the knowledge-sharing behavior of followers in the organizational context.

Design/methodology/approach

A thorough review of the literature was conducted. Empirical, as well as conceptual, studies examining the relationship between leadership styles and follower knowledge-sharing behavior were reviewed.

Findings

Based on the findings of the studies reviewed, a theoretical framework is presented. The framework lists various leadership styles that have been found to significantly affect desirable individual- and team-level outcomes through a host of underlying mechanisms and subsequent knowledge sharing by the subordinates.

Practical implications

The theoretical framework proposed in this study holds direct relevance for practicing managers. It provides a range of leadership styles that managers may choose from and practice to successfully elicit knowledge sharing among their subordinates.

Originality/value

Considering the vast array of studies exploring the role of leadership in predicting followers’ knowledge-sharing behavior, the present study contributes by summarizing the scattered literature on the same. The framework is of immediate value to executives and saves hours of reading time by presenting the most relevant information in a condensed and easy-to-digest format.

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 1
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 18 February 2020

Ayesha Irum, Koustab Ghosh and Agrata Pandey

Contemporary organizations report a sharp increase in the incidences of workplace incivility. The purpose of this paper is to capture the impact of workplace incivility on the…

3047

Abstract

Purpose

Contemporary organizations report a sharp increase in the incidences of workplace incivility. The purpose of this paper is to capture the impact of workplace incivility on the victimized employee's knowledge-hiding behaviours. The paper proposes that the victim will hide knowledge by playing dumb, evasive hiding and rationalized hiding behaviour.

Design/methodology/approach

The paper first focusses on a review of literature on workplace incivility and summarizes the findings through a conceptual review model. Subsequently, the paper puts forth a conceptual model depicting the relationship of incivility with knowledge hiding.

Findings

Drawing from the affective events theory, the paper demonstrates that incivility will arouse negative emotions in the victim, enticing the individual to respond by engaging in knowledge hiding. It establishes knowledge hiding to be more than just a consequence of reciprocal exchange relationships. The authors also propose this positive relationship to vary with gender.

Originality/value

The paper draws attention towards the counterproductive knowledge behaviours that can be stirred as a result of negative emotional experiences. It explores the employee’s response to an active form of workplace mistreatment, workplace incivility. It advocates the need to check uncivil and disrespectful behaviours in the organization so as to build a healthy work environment.

Details

Benchmarking: An International Journal, vol. 27 no. 3
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 12 August 2021

Agrata Pandey, Ranjeet Nambudiri, Patturaja Selvaraj and Ashish Sadh

The literature on destructive leadership has largely ignored the perspective of the subordinate, especially in terms of conflict coping mechanisms. This study aims to integrate…

Abstract

Purpose

The literature on destructive leadership has largely ignored the perspective of the subordinate, especially in terms of conflict coping mechanisms. This study aims to integrate research on destructive leadership and subordinates’ voice behaviour as a conflict coping mechanism. Drawing on the social exchange, conservation of resources and social identity theories, it argues that destructive leadership negatively affects employees’ voice behaviour and that this relationship is moderated by subordinate personality and organization climate.

Design/methodology/approach

The proposed model was tested on a sample of 275 professionals working in the banking and insurance sector in India using a temporal research design with data collected in two phases six months apart. Partial least squares structural equation modelling was used for data analysis.

Findings

The results support the main effect relationship between destructive leadership and subordinates’ voice behaviour and the moderation of subordinates’ personality and organizational climate. Temporal analysis indicates that the nature of some relationships changed across the two time periods.

Practical implications

A greater understanding of destructive leader behaviour and resultant coping strategies of subordinates is likely to provide insights for managers facing such situations. The findings of this study will inform the creation of redressal and voice mechanisms in organizations.

Originality/value

This is among the first studies to examine the impact of negative forms of leadership on subordinates’ conflict coping mechanisms using a temporal lag design across two time periods.

Details

International Journal of Conflict Management, vol. 32 no. 5
Type: Research Article
ISSN: 1044-4068

Keywords

Book part
Publication date: 4 October 2018

Agrata Gupta and Chun Xia

The chapter studies the role of Financial Technology (FinTech) in disrupting the existing traditional banking system. It identifies FinTech’s evolution in Asia across Deposits &…

Abstract

The chapter studies the role of Financial Technology (FinTech) in disrupting the existing traditional banking system. It identifies FinTech’s evolution in Asia across Deposits & lending, Capital Raising, Investment Management, Market provisioning, Payments, and Insurance. This technology revolution allows us to have a banking system based on values that serve customers better, reduce risk to the society and improve returns for the shareholders. Data on unbanked population, smartphone penetration, and Internet penetration has led to retail side innovations such as Mobile Wallets, P2P Payments, and Real-time Payments in the most of Asia (except China). A total of 49% of Global Investments in FinTech are in Asia and the Chinese dragon alone accounts for 46%. India is witnessing a strong amount of FinTech deals in 2017 and it is being driven by payment and lending solutions. ASEAN FinTech industry is dominated by m-wallets and online payments; this is followed by retail investment and financial comparison. The chapter dives into the challenges Asian banks are facing because of this disruption. Now more than ever, is the important role governments and central banks of each nation play to assess the path these start-ups are headed on and this will unfold the landscape of banking in Asia a few years down the lane.

Details

Banking and Finance Issues in Emerging Markets
Type: Book
ISBN: 978-1-78756-453-4

Keywords

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