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Article
Publication date: 25 June 2021

Nan Wang, Jielin Yin, Zhenzhong Ma and Maolin Liao

The purpose of this paper is to explore the effects of organizational rewards on two forms of knowledge sharing – explicit knowledge sharing and tacit knowledge sharing in…

Abstract

Purpose

The purpose of this paper is to explore the effects of organizational rewards on two forms of knowledge sharing – explicit knowledge sharing and tacit knowledge sharing in virtual communities, and further to explore the mediating effect of intrinsic motivation on the effect of virtual community rewards on implicit knowledge sharing.

Design/methodology/approach

Based on relevant knowledge sharing theories, this study develops an integrated framework to explore virtual community rewards and tacit and explicit knowledge sharing in a virtual context. This study then collected data from 429 virtual community users in four virtual communities via an online survey. Hierarchical regression analyzes were used to test the proposed research model.

Findings

The results of this study show that virtual rewards have a significantly positive linear relationship with explicit knowledge sharing but have an inverse U-shape relationship with tacit knowledge sharing in virtual communities. In addition, intrinsic motivations including enjoyment and self-efficacy mediate the relationship between rewards and tacit knowledge sharing.

Practical implications

This study suggests more virtual community rewards may not always lead to more tacit knowledge sharing. Instead, too many rewards may weaken the motivation for tacit knowledge sharing. Knowledge management practitioners should make full use of the positive impact of self-efficacy and enjoyment to set up appropriate reward incentives to encourage knowledge-sharing, in particular, tacit knowledge sharing and to better manage virtual communities.

Originality/value

This study explores knowledge-sharing behavior in virtual communities, an important step toward more integrated knowledge-sharing theories. While online communities have become increasingly important for today’s knowledge economy, few studies have explored knowledge and knowledge sharing in a virtual context and this study helps to bridge the gap. In addition, this study develops an integrated framework to explore the mechanism through which virtual community rewards affect knowledge sharing with intrinsic motivation mediating this relationship in online communities, which further enriches the understanding on how to use virtual rewards to motivate knowledge sharing behaviors in the virtual context.

Details

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

Keywords

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Article
Publication date: 8 November 2019

Jielin Yin, Zhenzhong Ma, Haiyun Yu, Muxiao Jia and Ganli Liao

This paper aims—based on past research works which have shown that transformational leadership has positive impact on knowledge sharing—to explore the impact of different…

Abstract

Purpose

This paper aims—based on past research works which have shown that transformational leadership has positive impact on knowledge sharing—to explore the impact of different leadership dimensions of transformational leadership on knowledge sharing and further to explore the mechanism through which transformational leadership affects employee knowledge sharing in China.

Design/methodology/approach

Based on the transformational leadership theory and the team learning theory, it is proposed that all four dimensions of transformational leadership, including intellectual stimulation, individualized consideration, inspirational motivation and idealized influence, have unique impact on employee knowledge sharing. It is further proposed that psychology safety and team efficacy mediate these relationships. Then data were collected from over 400 employees from knowledge-based companies in China to empirically test the proposed relationships with the method of structural equation modeling.

Findings

The results show that psychological safety fully mediated the impact of intellectual stimulation on knowledge sharing, and team efficacy fully mediated the impact of inspirational motivation on knowledge sharing. Both factors also mediated the impact of individualized consideration on knowledge sharing. The results thus provide empirical support for the impact of transformational leadership on employee knowledge sharing in an international context.

Originality/value

The past years have seen increasing interest in leadership and knowledge sharing in emerging markets, yet the mechanism through which leadership affects employee knowledge sharing remains understudied. This study explores the impact of different dimensions of transformational leadership on employee knowledge sharing, and further shows that psychological safety and team efficacy mediate these relationships in a collectivistic society where knowledge sharing is consistent with cultural norms. The findings help develop more robust knowledge sharing theories in the international context and provide insightful suggestions for management practitioners in emerging markets.

Details

Journal of Knowledge Management, vol. 24 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

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Article
Publication date: 30 March 2020

Jielin Yin, Muxiao Jia, Zhenzhong Ma and Ganli Liao

The purpose of this study is to investigate how a team leader’s conflict management style (CMS) affects team innovation performance (TIP) in entrepreneurial teams using a…

Abstract

Purpose

The purpose of this study is to investigate how a team leader’s conflict management style (CMS) affects team innovation performance (TIP) in entrepreneurial teams using a team emotion perspective.

Design/methodology/approach

It is proposed in this study that team passion mediates the impact of team leader’s CMSs on team performance, which is further moderated by team emotional intelligence (TEI). Then this study collected paired data from 105 teams including 105 team leaders and 411 team members to test the proposed model.

Findings

The results show that a team leader’s cooperative CMS has a significant positive impact on TIP and team passion further mediates the relationship between the team leader’s CMSs and TIP. The results also show that TEI moderates the relationship between the leader’s CMSs and team passion.

Originality/value

This study helps enriches the literature of conflict management by exploring the mechanisms through which a team leader’s CMSs affect team performance in entrepreneurial activities, and the findings of this study highlight the important role of team passion in this process. In addition, this study integrates the research on conflict management and the research on team passion in entrepreneurial teams to provide a new perspective to explore the dynamic process of entrepreneurial activities, which sheds light on the investigation of the important implications of effective conflict management in the entrepreneurship.

Details

International Journal of Conflict Management, vol. 31 no. 3
Type: Research Article
ISSN: 1044-4068

Keywords

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Article
Publication date: 6 August 2018

Zhenzhong Ma, Lei Xiao and Jielin Yin

This study aims to examine contemporary research on organizational resilience and then propose an integrated dynamic model to study organizational resilience with a more…

Abstract

Purpose

This study aims to examine contemporary research on organizational resilience and then propose an integrated dynamic model to study organizational resilience with a more inclusive concept and future research agenda developed.

Design/methodology/approach

This conceptual paper uses the literature review method to analyze and categorize current research on organizational resilience, and then based on the analysis of existing organizational resilience studies, this paper proposes an integrated model for a more inclusive and integrated concept of organizational resilience with refined future research directions.

Findings

A thorough analysis of current organizational resilience research shows that existing studies on organizational resilience have largely focused on isolated dimensions by treating organizational resilience as a state rather than a dynamic capability. This paper proposes that an integrated concept of organizational resilience consists of three dimensions including cognitive, behavioral and contextual resilience, and this dynamic capability should be examined from three different levels, including individual, group and organizational levels to better conceptualize organizational resilience and for better applicability in management practice.

Originality/value

The past decades have seen increasing interests in organizational resilience both from academic scholars and from management practitioners. However, research on this emerging field remains fragmented, and there is little consensus on the conceptualization of organizational resilience. This study contributes to the literature by thoroughly examining current research on organizational resilience and proposes an integrated dynamic model to study organizational resilience.

Details

Nankai Business Review International, vol. 9 no. 3
Type: Research Article
ISSN: 2040-8749

Keywords

Content available
Article
Publication date: 4 June 2020

Renhuai Liu, Steven Si, Song Lin, Dean Tjosvold and Richard Posthuma

Abstract

Details

International Journal of Conflict Management, vol. 31 no. 3
Type: Research Article
ISSN: 1044-4068

Content available
Article
Publication date: 28 July 2020

Vahid Shahabi, Adel Azar, Farshad Faezy Razi and Mir Feyz Fallah Shams

COVID-19 has become a global challenge with a significant rate of prevalence, and it has exerted devastating consequences in epidemic, economic and social terms…

Abstract

Purpose

COVID-19 has become a global challenge with a significant rate of prevalence, and it has exerted devastating consequences in epidemic, economic and social terms. Therefore, a number of studies have already been, or are now being, conducted on the detrimental effects of the virus. In this respect, a question may arise: Is there any possibility to turn the threat of the virus outbreak into an opportunity in some sectors such as the banking industry? In this research, the effects of COVID-19 outbreak as an intervening element on the acceptance of branchless banking were studied.

Design/methodology/approach

In this research, the factors affecting the acceptance and development of branchless banking in Iran at the time of COVID-19 outbreak were identified by systematically studying the theoretical framework, conducting further research and interviewing the experts; then, a causal loop diagram of the problem in the proposed case study and the flow rate model were presented.

Findings

The simulation results showed that banking transactions and a bank's financial resources would increase by implementing the package policy of reducing the number of branches, promoting incentive policies and increasing the budget rate of the bank in Information Technology (IT). Further, by promoting customers' acceptance of new technologies, the spread of COVID-19 can be viewed as a positive factor, or even a catalyst, in the acceptance and development of branchless banking in Iran.

Originality/value

Based on the proposed model, the difficulties faced by individuals during the spread of COVID-19 could act as justifiable incentives to boost appropriate organizational preparations for making changes to the classic working processes. Processes such as telecommuting, job rotation and so on are among these changes.

Details

Review of Behavioral Finance, vol. 13 no. 1
Type: Research Article
ISSN: 1940-5979

Keywords

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