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Drawing from the conservation of resources theory, this study aims to investigate the relationship between employees’ knowledge-sharing efforts and creative behaviors; particularly, it addresses how this relationship may be invigorated by three resources that operate at individual (passion for work), job (time sufficiency) and organizational (procedural justice) levels.

Quantitative data were collected through a survey administered to employees in a banking organization in Mozambique.

The usefulness of knowledge-sharing efforts for stimulating creative behavior is greater when employees feel passionate about work, have sufficient time to complete their job tasks and perceive that organizational decision-making is fair.

The results inform organizations about the circumstances in which the application of employees’ collective knowledge bases, derived from their peer interactions, to the generation of novel solutions for problem situations is more likely to materialize.

By detailing the interactive routes by which knowledge-sharing efforts and distinct resources (passion for work, time sufficiency and procedural justice) promote employee creative behavior, this study extends prior research that has focused on the direct influences of these resources on knowledge sharing and creative work outcomes. It pinpoints the circumstances in which intra-organizational knowledge exchange can generate the greatest value, in terms of enhancing creativity.

This study seeks to unravel the relationship between employees' passion for work and their engagement in problem-focused voice behavior by identifying a mediating role of their efforts to promote work-related goal congruence and a moderating role of their perceptions of pandemic threats to the organization.

The research hypotheses were tested with quantitative data collected through a survey instrument administered among 158 employees in a large Portuguese-based organization that operates in the food sector, in the midst of the coronavirus disease 2019 (COVID-19) pandemic. The Process macro was applied to assess the moderated mediation dynamic that underpins the proposed theoretical framework.

Employees' positive work-related energy enhances their propensity to speak up about organizational failures because they seek to find common ground with their colleagues with respect to the organization's goals and future. The mediating role of such congruence-promoting efforts is particularly prominent to the extent that employees dwell on the threats that a pandemic holds for their organization.

The study pinpoints how HR managers can leverage a negative situation—employees who cannot keep the harmful organizational impact of a life-threatening virus out of their minds—into productive outcomes, by channeling positive work energy, derived from their passion for work, toward activities that bring organizational problems into the open.

This study adds to HR management research by unveiling how employees' attempts to gather their coworkers around a shared work-related mindset can explain how their passion might spur reports of problem areas, as well as explicating how perceived pandemic-related threats activate this process.

This paper aims to investigate the relationship of knowledge sharing with unethical pro-organizational behavior (UPB) and the potential augmenting effects of two factors: employees’ dispositional resistance to change and perceptions of organizational politics.

Quantitative data come from employees in a Mexican manufacturing organization. The hypotheses tests use hierarchical regression analysis.

Knowledge sharing increases the risk that employees engage in UPB. This effect is most salient when employees tend to resist organizational change or believe the organizational climate is highly political.

Organizations should discourage UPB with their ranks, and to do so, they must realize that employees’ likelihood to engage in it may be enhanced by their access to peer knowledge. Employees with such access may feel more confident that they can protect their organization against external scrutiny through such unethical means. This process can be activated by both personal and organizational factors that make UPB appear more desirable.

This study contributes to organizational research by providing a deeper understanding of the risk that employees will engage in UPB, according to the extent of their knowledge sharing. It also explicates when knowledge sharing might have the greatest impact, both for good and for ill.

Este artículo analiza la relación entre compartir conocimiento y el comportamiento pro-organizacional no ético (CPE), así como el potencial efecto amplificador de dos factores: la resistencia al cambio de los empleados y la percepción del clima político de la organización.

Se emplean datos cuantitativos procedentes de los empleados de una organización manufacturera mejicana. Las hipótesis se contrastan utilizando análisis de regresión jerárquico.

Compartir conocimiento aumenta el riesgo de que el empleado desarrolle CPE. Este efecto es mayor cuando los empleados muestran resistencia a los cambios organizativos o creen que el clima organizativo está altamente politizado.

Las organizaciones deben desincentivar el CPE, y para hacerlo deben comprender que la probabilidad de que ocurra aumenta con el acceso al conocimiento de otros compañeros. Los empleados con acceso a este conocimiento pueden percibir que pueden proteger a la organización frente al escrutinio externo por medio de este comportamiento no ético. Este proceso puede activarse tanto por factores personales como organizacionales que hagan la aparición de CPE más deseable.

Este estudio contribuye a la investigación proporcionando una comprensión más profunda del riesgo de que los empleados muestren CPE, en conexión con su grado de conocimiento compartido. También explica cuando compartir conocimiento puede tener un mayor impacto, para bien o para mal.

Este artigo analisa a relação entre compartilhar o conhecimento e comportamento pró-organizacional antiético (CPA), bem como o potencial efeito ampliador de dois fatores: a resistência a mudança de funcionários e a percepção do clima político da organização.

Dados quantitativos são utilizados por funcionários de uma organização de manufatura mexicana. As hipóteses são testadas usando análise de regressão hierárquica.

Resultados – Compartilhar os resultados aumenta o risco de que o funcionário desenvolva o CPA. Esse efeito é maior quando os funcionários mostram resistência às mudanças organizacionais ou acreditam que o clima organizacional é altamente politizado.

As organizações devem desencorajar o CPA, e para isso devem entender que a probabilidade de isso acontecer aumenta com o acesso ao conhecimento de outros colegas. Os funcionários com acesso a esse conhecimento podem perceber que podem proteger a organização do escrutínio externo por meio desse comportamento antiético. Este processo pode ser ativado por fatores pessoais e organizacionais que tornam o surgimento de CPA mais desejável.

Este estudo contribui para a investigação, fornecendo uma compreensão mais profunda do risco que os funcionários exibem CPA, em conexão com o seu grau de conhecimento compartilhado. Também explica quando o compartilhar conhecimento pode ter um impacto maior, para melhor ou para pior.

The purpose of this study is to unpack the relationship between employees’ perceptions of organizational politics and their counterproductive work behaviour, by postulating a mediating role of organizational disidentification and a moderating role of perceived external crisis threats to work.

The empirical assessment of the hypotheses relies on survey data collected among employees who work in a large banking organization.

Perceptions that organizational decision-making is marked by self-serving behaviour increase the probability that employees seek to cause harm to their employer, because they feel embarrassed by their organizational membership. This mediating role of organizational disidentification is especially prominent when they ruminate about the negative impact of external crises on their work.

This study details an important danger for employees who feel upset with dysfunctional politics: They psychologically distance themselves from their employer, which then prompts them to formulate counterproductive responses that likely make it more difficult to take on the problem in a credible manner. This detrimental dynamic is particularly risky if an external crisis negatively interferes with their work functioning.

This study adds to prior research by detailing an unexplored but relevant mechanism (organizational disidentification) and moderator (external crisis threats) by which perceived organizational politics translates into enhanced counterproductive work behaviour.

This study aims to detail how employees’ experience of distributive injustice may compromise their job performance, with specific attention to how this detrimental process may be explained in part by their beliefs about organization-level underperformance and moderated by their own psychological entitlement.

The research hypotheses were tested with three-round, time-lagged data collected among employees and their supervisors.

A critical channel through which employees’ perceptions that their organization’s reward system is unfair translates into thwarted job performance is a conviction that their organization does not meet its own performance targets. As a mediator, such organizational underperformance beliefs have particularly salient effects on employees who believe they are more deserving than others.

This study gives HR managers insights into how they can reduce the danger that unfair reward practices escalate into a reduced propensity by employees to complete their job tasks diligently. HR managers should make employees aware of their possible entitlement and discourage them from expecting that things always must go their way.

This research unpacks the connection between distributive injustice and job performance, by delineating the unique roles of two pertinent factors (organizational underperformance beliefs and psychological entitlement) in this connection.

This study seeks to unpack the negative relationship between employees' political ineptness and their job performance, by proposing a mediating role of organization-induced emotional exhaustion and a moderating role of perceived organizational unforgiveness.

The research hypotheses were tested with three-round survey data collected among employees and their supervisors across multiple industry sectors.

Political ineptness diminishes the likelihood that employees undertake performance-enhancing work behaviors because they perceive that their employer is draining their emotional resources. This mediating role of organization-induced emotional exhaustion is particularly salient when they perceive that organizational authorities do not forgive mistakes.

This study reveals a critical risk for employees who find it difficult to exert influence on others: They become complacent in their job duties, which then might further compromise their ability to leave a positive impression on others. This counterproductive process is especially prominent if organizational leaders appear unforgiving.

This study contributes to extant research by explicating an unexplored mechanism (organization-induced emotional exhaustion) and catalyst (organizational unforgiveness) related to the escalation of political ineptness into diminished job performance.

With a basis in conservation of resources theory, the purpose of this paper is to investigate the mediating role of championing behaviour in the relationship between employees’ fear of terror and their job performance, as well as the buffering role of their passion for work, as a personal resource, in this process.

The tests of the hypotheses rely on three-wave, time-lagged data collected from employees and their supervisors in Pakistan.

An important reason that concerns about terrorist attacks diminish performance is that employees refrain from championing their own entrepreneurial ideas. This mediating role of idea championing is less salient, however, to the extent that employees feel a strong passion for their work.

For human resource managers, this study pinpoints a key mechanism – a reluctance to mobilize active support for entrepreneurial ideas – by which fears about terrorism attacks can spill over into the workplace and undermine employees’ ability to meet their performance requirements. It also reveals how this mechanism can be better contained by the presence of adequate personal resources.

This study adds to burgeoning research on the interplay between terrorism and organizational life by specifying how and when employees’ ruminations about terrorism threats might escalate into diminished performance outcomes at work.

This study investigates the mediating role of personal initiative taking in the link between employees' exposure to transformational leadership and their engagement in creative behavior, as well as a potential catalytic role of perceived work overload in this process.

The research hypotheses were tested with survey data collected among employees of a large organization that operates in the telecommunications sector.

Transformational leadership translates into enhanced creative work efforts among employees, because these employees adopt an action-based approach toward work. This mediating role of personal initiative taking is particularly prominent among employees who encounter excessive workloads in their daily jobs, because their initiative and creativity promise solutions to this resource-draining work situation.

For human resource managers, this study reveals that employees who go out of their way to address problem situations offer an important means by which a leadership style that inspires and challenges followers can be leveraged to produce enhanced creative outcomes. It also pinpoints how this process can be triggered by employees' beliefs that work demands are excessive.

This study adds to prior research by detailing a hitherto overlooked factor (personal initiative) and catalyst (perceived work overload), related to the translation of transformational leadership into increased creative behavior.

This study adds to human resource management research by addressing relevant questions about how and when employees' suffering from workplace bullying may direct them away from voluntary efforts to improve the organizational status quo. It postulates a mediating role of beliefs about work meaningfulness deprivation, as well as beneficial, moderating roles of two personal resources (resilience and passion for work) in this link.

The research hypotheses were tested with survey data collected among employees who work in the construction retail sector.

A critical reason that bullying victims refuse to exhibit change-oriented voluntarism is that they develop beliefs that their organization deprives them of meaningful work, which, as the authors theorize, enables them to protect their self-esteem resources. The extent to which employees can bounce back from challenging situations or feel passionate about work subdues this detrimental effect.

When employees feel upset about being bullied at work, their adverse work conditions may translate into work-related indifference (tarnished change-oriented citizenship), which then compromises employees' and the organization's ability to overcome the difficult situation. Managers should recognize how employees' personal resources can serve as protective shields against this risk.

This study details the detrimental role of demeaning workplace treatment in relation to employees' change-oriented organizational citizenship, as explained by their convictions that their organization operates in ways that make their work unimportant. It is mitigated by energy-enhancing personal resources.

For human resource (HR) managers, the harmful outcomes of employees’ ruminations about external crises, such as a pandemic, represent important, timely concerns. This research postulates that employees’ perceptions of pandemic threats might diminish the extent to which they engage in change-oriented voluntarism at work. This negative connection may be attenuated by employees’ access to two personal (work-related self-efficacy and organization-based self-esteem) and two relational (goal congruence and interpersonal harmony) resources.

The theoretical predictions are tested with survey data collected among employees who work in a banking organization in Portugal.

Persistent negative thoughts about a pandemic undermine discretionary efforts to alter and enhance the organizational status quo, but this detrimental effect is mitigated when employees (1) feel confident about their work-related abilities, (2) have a positive self-image about their organizational functioning, (3) share a common mindset with coworkers with respect to work goals and (4) maintain harmonious relationships with coworkers.

This study pinpoints several ways HR managers can reduce the danger that employees’ worries about life-threatening crises may lead to complacent responses that, somewhat paradoxically, might undermine their ability to alleviate the suffered hardships.

The findings contribute to research on the impact of external crisis situations on organizations by providing an explanation of why employees may avoid productive, disruptive work activities, contingent on their access to complementary resources.