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Article
Publication date: 31 January 2018

Patrick S.W. Fong, Chenghao Men, Jinlian Luo and Ruiqian Jia

Creativity and innovation are crucial in improving the organizational performance and sustaining competitive advantage. The purpose of this paper is to investigate the…

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Abstract

Purpose

Creativity and innovation are crucial in improving the organizational performance and sustaining competitive advantage. The purpose of this paper is to investigate the relationship between knowledge hiding and team creativity.

Design/methodology/approach

The authors tested the hypotheses with a sample of 87 knowledge worker teams involving 393 employees and employers in China.

Findings

Knowledge hiding is negatively related to team creativity, fully mediated by absorptive capacity. In addition, the negative relationship between knowledge hiding and absorptive capacity would be weakened by task interdependence.

Practical implications

Team managers should take measures to avoid the development of knowledge hiding, which is indirectly related to team creativity via absorptive capacity within a team, and motivate team members to share more knowledge by training to improve their feelings of accountability, responsibility, and duty. In addition, managers can decrease knowledge hiding by strengthening within-team task interdependence.

Originality/value

This study is one of the first to investigate the relationship between knowledge hiding and team creativity and the moderating role of task interdependence in the relationship between knowledge hiding and absorptive capacity.

Details

Management Decision, vol. 56 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 3 September 2019

Jiaqi Yan, Jinlian Luo, Jianfeng Jia and Jing Zhong

The purpose of this paper is to explore the mechanisms by which high-commitment organization is associated with employees’ job performance through the perspective of…

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Abstract

Purpose

The purpose of this paper is to explore the mechanisms by which high-commitment organization is associated with employees’ job performance through the perspective of taking charge and the perceived strength of the human resource management (HRM) system.

Design/methodology/approach

Based on conservation of resources (COR) theory, the authors used two-wave survey data from 200 supervisor-subordinates pairs in China. This study uses hierarchical linear regression and bootstrapping method to analyze the mediated moderation effect.

Findings

The authors found that perceived high-commitment organization and perceived strength of the HRM system interact in predicting employees’ taking charge behavior, such that perceived high-commitment organization is more positively associated with taking charge when the perceived strength of the HRM system is high rather than low. In addition, taking charge mediates the relationship between interactive effects of perceived high-commitment organization and the perceived strength of the HRM system on employees’ job performance.

Originality/value

This study extended the high-commitment organization from the perspective of individual perception based on the COR theory and regard perceived high-commitment organization as an organizational resource.

Details

International Journal of Manpower, vol. 40 no. 7
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 12 September 2016

Weiwei Huo, Zhenyao Cai, Jinlian Luo, Chenghao Men and Ruiqian Jia

The purpose of this paper is to examine why employees hide knowledge and how organizations intervene and influence the negative effects of knowledge hiding. This study…

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Abstract

Purpose

The purpose of this paper is to examine why employees hide knowledge and how organizations intervene and influence the negative effects of knowledge hiding. This study builds and tests a theoretical model at both individual and team level.

Design/methodology/approach

Data were collected from universities, research institutes and enterprises’ research and development (R&D) teams in China via a two-wave survey. The final sample contained 417 cases. Hierarchical linear modeling was used to test hypotheses.

Findings

The results show that territoriality plays a mediating role between psychological ownership and knowledge hiding, and that organizational result justice negatively moderated the relationship between territoriality and knowledge hiding. Procedure justice negatively moderated the relationship between territoriality and rationalized hiding, and that between territoriality and evasive hiding. Interactive justice negatively moderated the relationship between territoriality and rationalized hiding, and that between territoriality and evasive hiding. There were thus interactive effects among territoriality, perceived knowledge value and psychological ownership; the relationship between individual psychological ownership and territoriality was weaker when perceived knowledge value was lower and task interdependence was higher, and stronger with higher perceived knowledge value and lower task interdependence.

Research limitations/implications

Territorial behaviors, such as knowledge hoarding and misleading within R&D teams, are the primary challenges for organizations’ positive activities, including internal sharing, teamwork and organizational goal accomplishment. Researching knowledge territoriality in the Chinese cultural context will help to distinguish territorial behaviors and to take preventive measures. In addition, this study not only enables managers to understand clearly the precipitating factors of knowledge territoriality and the relationships among them but also provides constructive strategies for reducing the negative effect of organizational intervention in knowledge territoriality.

Originality/value

This study adopts a multilevel modeling method and not only reveals the “black box” of interaction among psychological ownership, territoriality and knowledge hiding at the individual level but also probes the three-way interaction of perceived knowledge value, team task dependency and psychological ownership with territoriality at both individual and team levels, and then discusses the mediation effect of organizational justice on the relationship between territoriality and knowledge hiding. The conclusion of this study not only enriches the literature on knowledge hiding in the field of knowledge management but also helps to elucidate the function and intervention mechanism of knowledge hiding.

Details

Journal of Knowledge Management, vol. 20 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 1 July 2020

Zhu Yao, Jinlian Luo and Xianchun Zhang

The crucial role of knowledge sharing in an organization has become even more crucial lately, resulting in garnering more attention by scholars. In reality, while several…

1708

Abstract

Purpose

The crucial role of knowledge sharing in an organization has become even more crucial lately, resulting in garnering more attention by scholars. In reality, while several organizations expect their employees to share knowledge with colleagues actively, many choose to hide their knowledge when asked for help. This study aims to explore whether negative workplace gossip (NWG) affects employee knowledge hiding (KH), as well as analyzes whether relational identification (RI) and interpersonal trust (IT) play a chain mediating role between the two, and discusses whether forgiveness climate (FC) could be used as a boundary condition in the relationships mentioned above.

Design/methodology/approach

Based on the conservation of resource (COR) theory and the cognitive–affective personality system (CAPS) theory, the authors surveyed 326 employees in China at 2 time-points and explored the correlation between NWG and KH, as well as the underlying mechanism. Using confirmatory factor analysis, bootstrapping method and structural equation model, the authors validated the research hypotheses.

Findings

The findings revealed the following: NWG negatively correlates with KH; RI and IT play a mediation role between NWG and KH, respectively, and both variables also play a chain mediation role in the relationship mentioned above; and FC moderates the negative impact of NWG on RI, further moderating the chain mediation between RI and IT and between NWG and KH.

Originality/value

First, this study established the correlation between NWG and KH, as well as analyzed the internal mechanism between the two. Besides, this study adds to scholars’ understanding of the underlying mechanisms by which these effects could occur. Second, this study demonstrated the moderating effect of FC – a situational feature that has been neglected in previous studies. Furthermore, this study can not only complement the situational factors ignored in previous studies but also broaden the application scope of CAPS. Finally, this study effectively combines COR and CAPS, which provides a basis for the application of these two theories in the future.

Details

Journal of Knowledge Management, vol. 24 no. 7
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 31 March 2020

Zhu Yao, Xianchun Zhang, Jinlian Luo and Hui Huang

Workplace bullying is a common negative event suffered by employees in the workplace. The harm it brings to the organization has become the focus of the field of…

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Abstract

Purpose

Workplace bullying is a common negative event suffered by employees in the workplace. The harm it brings to the organization has become the focus of the field of organizational behavior. The purpose of this study was to explore whether workplace bullying has an impact on employee knowledge hiding and to discover the underlying mechanism between the two.

Design/methodology/approach

Based on the conservation of resource theory and the cognitive-affective personality system theory, this paper surveys 327R&D employees of Chinese technological corporations at two time points and explores the relationship between workplace bullying and knowledge hiding as well as the underlying mechanism. This study used confirmatory factor analysis, bootstrapping method and structural equation model to validate the research hypothesis.

Findings

The results show that workplace bullying positively correlates with knowledge hiding; emotional exhaustion and organizational identification play a mediation role between workplace bullying and knowledge hiding, and both variables play a chain mediation role in that relationship; and forgiveness climate moderates the positive impact of workplace bullying on emotional exhaustion, further moderating the chain mediation role of emotional exhaustion and organizational identification.

Originality/value

The findings of this study can not only complement the existing researches on the influence of negative workplace events on employees’ knowledge hiding behaviors but also strengthen scholars’ attention and understanding of the internal mechanism between workplace bullying and knowledge hiding.

Details

Journal of Knowledge Management, vol. 24 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 30 June 2021

Shuwen Li, Ruiqian Jia, Juergen H. Seufert, Huijie Tang and Jinlian Luo

The purpose of this study is to explore how and when ethical leadership enhances bootlegging. To achieve this purpose, the authors proposed a moderated dual-path model in…

Abstract

Purpose

The purpose of this study is to explore how and when ethical leadership enhances bootlegging. To achieve this purpose, the authors proposed a moderated dual-path model in this study.

Design/methodology/approach

The model was tested on two related studies. Study 1 was based on three-wave, collected data from a sample of 511 employees of Chinese companies. Data used in Study 2 was collected by survey from employees and their direct leaders of multiple departments of companies in China.

Findings

In Study 1, the authors found that moral efficacy and moral identity mediate between ethical leadership and bootlegging. Findings from Study 2 provide convergent support of moral efficacy’s and moral identity’s impact on the mediation relationship between ethical leadership and bootlegging. Moreover, the results of Study 2 further reveal that the relationship between ethical leadership and moral efficacy (or moral identity) was more significant among leader–follower with different genders.

Originality/value

This study not only enriches the literature on ethical leadership and gender (dis)similarity, but also helps managers to better understand the function of bootlegging.

Details

Gender in Management: An International Journal , vol. 36 no. 7
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 16 December 2019

Zhu Yao, Xianchun Zhang, Zhenxuan Liu, Lili Zhang and Jinlian Luo

This study aims to investigate the impact of narcissistic leadership on employee voice behavior from the perspective of job stress, trust in leaders and traditionality in China.

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Abstract

Purpose

This study aims to investigate the impact of narcissistic leadership on employee voice behavior from the perspective of job stress, trust in leaders and traditionality in China.

Design/methodology/approach

The authors conducted a survey on 437 employees to assess their narcissistic leadership in Time 1. In Time 2, they measured their job stress, trust in leaders and traditionality. In Time 3, they assessed the voice behavior of these employees.

Findings

Narcissistic leadership correlates positively with employees’ job stress, which mediates between narcissistic leadership and employee voice behavior. Trust in leaders negatively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior. In addition, traditionality positively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior.

Originality/value

This study establishes the impact of narcissistic leadership on employee behavior from the perspective of job stress, trust in leaders and traditionality.

Details

Chinese Management Studies, vol. 14 no. 3
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 20 October 2020

Limin Guo, Ken Cheng and Jinlian Luo

Drawing on conservation of resources (COR) theory, this study aims to explore the influencing mechanism of exploitative leadership on knowledge hiding. Specifically, this…

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Abstract

Purpose

Drawing on conservation of resources (COR) theory, this study aims to explore the influencing mechanism of exploitative leadership on knowledge hiding. Specifically, this study focuses on the mediating role of psychological distress and the moderating role of hostile attribution bias in affecting the mediation.

Design/methodology/approach

Data were collected from 324 employees of a high-technology company in China by a three-wave questionnaire survey. Hierarchical regression analysis and bootstrapping approach were employed to test hypotheses.

Findings

This study found that exploitative leadership was positively related to knowledge hiding and that psychological distress mediated this relationship. Moreover, the results revealed that the positive relationship between exploitative leadership and psychological distress and the indirect effect of exploitative leadership on knowledge hiding via psychological distress were stronger when hostile attribution was high rather than low.

Practical implications

The findings of this study offer guidance for managers to better undermine the negative effects of exploitative leadership.

Originality/value

First, this study extends the literature on exploitative leadership by verifying the positive effect of exploitative leadership on knowledge hiding. Second, this study enriches one’s understanding of the “black box” underlying the link between exploitative leadership and its consequences by demonstrating the mediating role of psychological distress. Third, by verifying the moderating role of hostile attribution bias, this study provides insights into the boundary conditions of the impact of exploitative leadership.

Details

Leadership & Organization Development Journal, vol. 42 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 15 April 2020

Limin Guo, Hongdan Zhao, Ken Cheng and Jinlian Luo

Based on social exchange theory and research on proactive personality, this study aims to explore the relationship between abusive supervision and unethical…

Abstract

Purpose

Based on social exchange theory and research on proactive personality, this study aims to explore the relationship between abusive supervision and unethical pro-organizational behavior (UPB), taking proactive personality as a boundary condition.

Design/methodology/approach

This study conducted a two-wave questionnaire survey and used data from 353 Chinese employees of a diversified company to test the research hypotheses.

Findings

The relationship between abusive supervision and UPB varied with proactive personality. Specifically, abusive supervision had an inverted U-shaped effect on UPB when proactive personality was high, while abusive supervision was negatively related to UPB when proactive personality was low.

Research limitations/implications

More research are encouraged to replicate our study in different cultural contexts. Besides, future research can gather data from dyads (e.g. supervisor–subordinate dyad and coworker–subordinate dyad) so as to increase the objectivity and validity of the data.

Practical implications

Managers should reduce abusive supervision and elevate proactive employees' moral awareness.

Social implications

This study hopes that the authors’ findings will help practitioners to devote greater attention to managing proactive personality, abusive supervision and UPB in the organization.

Originality/value

First, this study enriches the abusive supervision literature by identifying UPB as a consequence of abusive supervision. Second, this study provides a better understanding of the coping tactics used to combat abusive supervision. Third, this study uncovers a dark side of proactive personality by verifying the moderating effect of proactive personality.

Details

Leadership & Organization Development Journal, vol. 41 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 16 August 2021

Mengxi Yang, Wansi Chen, Qingyu Zhou, Baiyin Yang and Cheng Xu

China after 1949, especially since entering the 21st century, significant progress has been made in leadership research under Chinese context. However, so far there has…

Abstract

Purpose

China after 1949, especially since entering the 21st century, significant progress has been made in leadership research under Chinese context. However, so far there has been no systematic review and prospect of China's leadership research in the past 70 years. Therefore, with the help of scientific visualization software Citespace, this paper analyzes the research papers on leadership in the context of China from the top international journals of management science and applied psychology (1949–2018), supplemented and verified the previous research conclusions based on qualitative review, and quantitatively demonstrated the research evolution of leadership field.

Design Methodology Approach

Using a scientific visualization tool CiteSpace and 145 international leadership works, which were published in 64 top international journals and collected from the Web of Science database, and 852 domestic works which were published in 28 top domestic journals and collected from the CNKI database from 1949 to 2018, we draws keyword co-occurrence knowledge graph and keyword strategy map to visualize the landscape and evolution of leadership research and analyze the hot topics and research trends in the field of leadership.

Findings

The research found that: (1) Before 2002, there were only 7 articles published in 64 international top journal, mainly focusing on Western leadership theories such as transformational, cross-cultural comparison and the adaptability in Chinese context; (2) From 2003 to 2012, scholars had begun to introduce mainstream quantitative research paradigm in international academic community; (3) From 2013 to 2018, researches tended to be synchronized, with 461 and 99 papers published respectively. How emerging leaderships (such as ethical leadership) affect on various emerging outcome variables (such as creativity, voice behavior, unethical pro-organizational behavior etc.) is hot topic for future research.

Originality Value

Different from the previous qualitative reviews on organizational culture research, this paper, for the first time, uses bibliometric research methods to systematically analyze the evolution path of leadership research during the 70 years of China(1949–2018, and puts forward the future research prospects.

Details

Nankai Business Review International, vol. 13 no. 1
Type: Research Article
ISSN: 2040-8749

Keywords

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