Search results

1 – 10 of 56
To view the access options for this content please click here
Article
Publication date: 29 May 2020

Dirk De Clercq and Renato Pereira

Drawing from the conservation of resources theory, this study aims to investigate the relationship between employees’ knowledge-sharing efforts and creative behaviors;…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Knowledge Management, vol. 24 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

To view the access options for this content please click here
Article
Publication date: 11 October 2021

Dirk De Clercq and Renato Pereira

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

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

Keywords

To view the access options for this content please click here
Article
Publication date: 26 September 2018

Imanol Belausteguigoitia Rius and Dirk De Clercq

This paper aims to investigate the relationship of knowledge sharing with unethical pro-organizational behavior (UPB) and the potential augmenting effects of two factors…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Practical implications

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.

Originality/value

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.

Objetivo

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.

Diseño/metodología/aproximación

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

Resultados

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.

Implicaciones prácticas

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.

Originalidad/valor

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.

Objetivo

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.

Design/metodologia/aproximação

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

Objetivo

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.

Implicações práticas

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.

Originalidade/valor

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.

To view the access options for this content please click here
Article
Publication date: 1 November 2019

Inam Ul Haq, Dirk De Clercq and Muhammad Umer Azeem

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…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Personnel Review, vol. 49 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

To view the access options for this content please click here
Article
Publication date: 4 September 2017

Dirk De Clercq and Imanol Belausteguigoitia

The purpose of this paper is to investigate how employees’ perceptions of role ambiguity might increase their turnover intentions and how this harmful effect might be…

Downloads
1430

Abstract

Purpose

The purpose of this paper is to investigate how employees’ perceptions of role ambiguity might increase their turnover intentions and how this harmful effect might be buffered by employees’ access to relevant individual (innovation propensity), relational (goodwill trust), and organizational (procedural justice) resources. Uncertainty due to unclear role descriptions decreases in the presence of these resources, so employees are less likely to respond to this adverse work situation in the form of enhanced turnover intentions.

Design/methodology/approach

Quantitative data came from a survey of employees of a large organization in the distribution sector.

Findings

Role ambiguity enhances turnover intentions, but this effect diminishes at higher levels of innovation propensity, goodwill trust, and procedural justice.

Research limitations/implications

The findings reveal several contingencies that attenuate the positive effect of role ambiguity on the desire to leave the organization. However, this study relies on the same respondents to assess all the focal variables, and it lacks a direct measure of the mechanisms by which the contingent factors mitigate the relationship between role ambiguity and turnover intentions.

Practical implications

Organizations that fail to provide clear role information to employees can counter the resulting uncertainty with relevant personal, relational, and organizational resources.

Originality/value

This investigation shows how employees’ negative reactions to role ambiguity (turnover intentions) can be mitigated by three uncertainty-reducing resources: personal joy from developing new ideas, the extent to which relationships with colleagues is trustworthy, and perceptions that organizational procedures are fair.

Details

Personnel Review, vol. 46 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

To view the access options for this content please click here
Article
Publication date: 7 April 2020

Sadia Jahanzeb, Dirk De Clercq and Tasneem Fatima

With a basis in social identity and equity theories, this study investigates the relationship between employees' perceptions of organizational injustice and their…

Abstract

Purpose

With a basis in social identity and equity theories, this study investigates the relationship between employees' perceptions of organizational injustice and their knowledge hiding, along with the mediating role of organizational dis-identification and the potential moderating role of benevolence.

Design/methodology/approach

The hypotheses were tested with three-wave survey data collected from employees in Pakistani organizations.

Findings

The experience of organizational injustice enhances knowledge hiding because employees psychologically disconnect from their organization. This mediation by organizational dis-identification is buffered by benevolence or tolerance for inequity, which reduces employees' likelihood of reacting negatively to the unfavourable experience of injustice.

Practical implications

For practitioners, this study identifies organizational dis-identification as a key mechanism through which employees' perceptions of organizational injustice spur their propensity to conceal knowledge, and it reveals how this process might be mitigated by a sense of obligation to contribute or “give” to organizational well-being.

Originality/value

This study establishes a more complete understanding of the connection between employees' perceptions of organizational injustice and their knowledge hiding, with particular attention devoted to hitherto unspecified factors that explain or influence this process.

Details

Management Decision, vol. 59 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Article
Publication date: 18 November 2019

Dirk De Clercq, Inam Ul Haq and Muhammad Umer Azeem

This paper aims to investigate how employees’ perceptions of psychological contract violation or sense of organizational betrayal, might diminish their job satisfaction…

Abstract

Purpose

This paper aims to investigate how employees’ perceptions of psychological contract violation or sense of organizational betrayal, might diminish their job satisfaction, as well as how their access to two critical personal resources – emotion regulation skills and work-related self-efficacy – might buffer this negative relationship.

Design/methodology/approach

Two-wave survey data came from employees of Pakistani-based organizations.

Findings

Perceived contract violation reduces job satisfaction, but the effect is weaker at higher levels of emotion regulation skills and work-related self-efficacy.

Practical implications

For organizations, these results show that the frustrations that come with a sense of organizational betrayal can be contained more easily to the extent that their employees can draw from relevant personal resources.

Originality/value

This investigation provides a more complete understanding of when perceived contract violation will deplete employees’ emotional resources, in the form of feelings of happiness about their job situation. A sense of organizational betrayal is less likely to escalate into reduced job satisfaction when employees can control their negative emotions and feel confident about their work-related competencies.

Details

International Journal of Organizational Analysis, vol. 28 no. 2
Type: Research Article
ISSN: 1934-8835

Keywords

To view the access options for this content please click here
Article
Publication date: 25 October 2021

Dirk De Clercq, Yunita Sofyan, Yufan Shang and Luis Espinal Romani

This study aims to investigate an underexplored behavioral factor, knowledge hiding, that connects employees’ perceptions of organizational politics (POP) with their…

Abstract

Purpose

This study aims to investigate an underexplored behavioral factor, knowledge hiding, that connects employees’ perceptions of organizational politics (POP) with their diminished promotability, while also considering the moderating role of employees’ harmony motives in this process.

Design/methodology/approach

The research hypotheses are tested with multisource, three-round data collected among employees and their supervisors.

Findings

Employees’ beliefs about self-serving organizational decision-making increase their propensity to hide knowledge, which, in turn, diminishes their promotability. This intermediate role of knowledge hiding is more prominent when their disintegration avoidance motive is strong but less prominent when their harmony enhancement motive is strong.

Practical implications

A refusal to share knowledge with organizational colleagues, as a covert response to POP, can create a negative cycle for employees. They are frustrated with decision-making practices that are predicated on favoritism, but by choosing seemingly subtle ways to respond, they compromise their own promotion prospects. To avoid this escalation, employees should adopt an active instead of passive approach toward maintaining harmony in their work relationships.

Originality/value

This research contributes to extant research by detailing a hitherto overlooked reason that employees’ frustrations with dysfunctional politics may escalate into an enhanced probability to miss out on promotion opportunities. They respond to this situation by engaging in knowledge hiding. As an additional contribution, this study details how the likelihood of this response depends on employees’ harmony motives.

Details

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

Keywords

To view the access options for this content please click here
Article
Publication date: 27 October 2020

Dirk De Clercq and Imanol Belausteguigoitia

The purpose of this research is to examine how employees' experience of career dissatisfaction might curtail their organizational citizenship behavior, as well as how this…

Abstract

Purpose

The purpose of this research is to examine how employees' experience of career dissatisfaction might curtail their organizational citizenship behavior, as well as how this detrimental effect might be mitigated by employees' access to valuable peer-, supervisor- and organizational-level resources. The frustrations stemming from a dissatisfactory career might be better contained in the presence of these resources, such that employees are less likely to respond to this resource-depleting work circumstance by staying away from extra-role activities.

Design/methodology/approach

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

Findings

Career dissatisfaction relates negatively to organizational citizenship behaviors, and this relationship is weaker at higher levels of peer goal congruence, supervisor communication efficiency and organization-level informational justice.

Practical implications

For organizations that cannot completely eradicate their employees' career-related disappointment, this study shows that they can still maintain a certain level of work-related voluntarism, to the extent that they develop and hone valuable resources internally.

Originality/value

This study adds to extant research by detailing the contingent effects of a hitherto understudied determinant of employees' extra-role work behavior, namely, perceptions of limited career progress.

To view the access options for this content please click here
Article
Publication date: 29 April 2021

Dirk De Clercq and Renato Pereira

The goal of this research is to examine the link between employees' beliefs that organizational decision-making processes are guided by self-serving behaviors and their…

Abstract

Purpose

The goal of this research is to examine the link between employees' beliefs that organizational decision-making processes are guided by self-serving behaviors and their own turnover intentions, as well as how this link may be buffered by four distinct resources, two that speak to the nature of peer exchanges (knowledge sharing and relationship informality) and two that capture critical aspects of the organizational environment (change climate and forgiveness climate).

Design/methodology/approach

Quantitative survey data were collected among 208 employees who work in the oil and gas sector in Mozambique.

Findings

The results indicate that employees' beliefs about dysfunctional political games stimulate their plans to quit. Yet this translation is less likely to occur to the extent that their peer relationships are marked by frequent and informal exchanges and that organizational leaders embrace change and forgiveness.

Practical implications

For organizations, these findings offer pertinent insights into different circumstances in which decision-related frustrations are less likely to escalate into quitting plans. In particular, such escalation can be avoided to the extent that employees feel supported by the frequency and informal nature of their communication with colleagues, as well as the extent to which organizational leaders encourage change and practice forgiveness.

Originality/value

This study adds to extant research by explicating four unexplored buffers that diminish the risk that frustrations with politicized decision-making translate into enhanced turnover intentions.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

1 – 10 of 56