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The purpose of this study is to get an understanding regarding the clusters of middle management employees on the basis of their knowledge sharing behaviour. Designing knowledge sharing behaviors with a distinct focus for a specified group of employees can be an effective and productive one. As it is often argued that the cluster of employees labeled as “middle management” is the key player for knowledge sharing behaviors – a subject of this study that intends to contribute to management strategy to enhance organizational effectiveness and subsequently to its knowledge sharing phenomona.

Cluster analysis was adopted as key tool as a part of quantitative method to accumulate the data from 597 employees who are working within the middle management of service sector located in the union territory of India named Jammu and Kashmir.

Three distinct segments namely – “knowledge sharing adepts (KSA),” “knowledge sharing scrupulous (KSC)” and “knowledge sharing servitudes (KSE)” as the prime domains of knowledge sharing behavior are identified.

To draw a narrow focus, the study was limited to the service sector of a union territory in India, hence the findings may not be generalized. Furthermore, as knowledge sharing behavior of individuals is always evolved out of social and historical practices, findings of this cross-sectional study should ideally be needed to be updated time to time through further research.

Cluster dynamicism of knowledge sharing behavior based on the differentiated and specified group of employee functions distinctly which in turn increases the organizational productivity with a particular focus on the mid-management of the service sector – a key managerial implication of this study.

To the best of the authors’ knowledge, this research paper is the first of its kind in Jammu and Kashmir adding value to the international literature in the area of knowledge sharing behaviors of service sector.

This study aims to explore the mediating role played by the contradictory behaviour of knowledge sharing and knowledge hiding in the relationship between paradoxical leadership and employee creativity.

A survey was conducted with 276 employees working in information technology firms in India. “To assess the relationship between the constructs, single and parallel mediation analysis of structural equation modelling (SEM) and confirmatory factor analysis (CFA) have been performed”.

This study found that paradoxical leadership is significantly associated with employee creativity. Besides, it has also been found that knowledge sharing has emerged as a mediator that explains the relationship between paradoxical leadership and creativity, while knowledge hiding has not been a mediator to explain the relationship between paradoxical leadership and creativity among employees. According to the study, it was found that discouraging knowledge-hiding behaviour can increase employee knowledge sharing, which in turn fosters employee creativity.

Research has examined the relationship between paradoxical leadership and employee creativity in this paradigm, as well as the roles of knowledge sharing and knowledge hiding as mediators.

The results of this study will help top management to create strategies for enhancing the relationship between a leader and their subordinates by using effective knowledge management strategies that foster employee creativity. Employee creativity would be facilitated effectively by the paradoxical leader who regulates knowledge-hiding behaviour among employees and promotes knowledge-sharing behaviour.

This study addresses the gap in prior research by investigating the role of paradoxical leadership in managing the contradictory behaviours of knowledge sharing and hiding and their impact on employee creativity. As the motivation for knowledge sharing and hiding are inherently distinct, leaders with paradoxical qualities foster a culture of openness and trust to encourage knowledge-sharing while discouraging knowledge-hiding behaviour. By controlling knowledge-hiding behavior empowers employees to make meaningful contributions to the organization’s success through effective collaboration and teamwork, allowing for a more innovative and creative workplace. Because preventing knowledge-hiding behaviour is a means to promote knowledge sharing and ultimately foster creativity in an organisation. Overall, this paper offers unique insights into the intricate dynamics of knowledge management and provides valuable recommendations for leaders managing employees exhibiting contradictory behaviours in the workplace.

The study investigated the effects of relational leadership on hotel employees' creativity, using knowledge-sharing behaviour and leader–follower dyadic tenure as intervening variables.

A self-administered questionnaire was used to collect data from 355 employees of authorized hotels from the conurbation of Cape Coast and Elmina in Ghana. To evaluate the study's research hypotheses, the authors used WarpPLS and PLS-SEM.

The findings demonstrated that while knowledge-sharing behaviour did not directly affect employee creativity, it did have a significant mediating effect on the link between relational leadership and the creativity of employees. The study also revealed that the ability of relational leaders to drive knowledge-sharing behaviour was not contingent on leader–follower dyadic tenure.

The results of this study have practical relevance for human resource practitioners in the hospitality industry. Given that relational leadership has a positive relationship with employee creativity, the authors recommend that hotel supervisors relate well with employees by sharing valuable information and respecting their opinions in decision-making.

Studies on the role of relational leadership and employee creativity are scanty. This study develops a model to explain how relational leadership could influence employee creativity by incorporating knowledge-sharing behaviour and leader–follower dyadic tenure.

This study aims to investigate the effect of perceived insider status to employees' innovative behavior, the mediating role of knowledge sharing and the moderating role of organizational innovation climate in the relationship between knowledge sharing and employees' innovative behavior.

This study adopted questionnaires to gather data. The sample of 341 employees working in diverse organizations in China was applied to examine the hypotheses.

The results indicate that perceived insider status is positively related to employees' innovative behavior and knowledge sharing mediates the relationship between perceived insider status and employees' innovative behavior. In addition, organizational innovation climate enhances the relationship of knowledge sharing and employees' innovative behavior.

This study builds a system from psychological aspect to behavior, which includes the mechanism of the influence of perceived insider status on employees' innovative behavior and a cross-level analysis of the influence of organizational innovation climate on employees' innovative behavior, breaking through the previous research paradigm of a single level of climate and employee behavior.

The study aims to explore ‘motivational climate', which designs the recurring patterns associated with employees' attitudes, behaviour, and feelings. If organizations successfully adopt a motivational climate, such climate influences the performance and behavior of employees to a great extent. Responsible leadership plays a constructive role in injecting a motivational climate in an organization to ensure information flow. In a motivational climate, top management or leaders reward their employees for individual progress, improvement and mastery. Knowledge sharing is supported in a mastery climate because such a climate can reduce the motive of knowledge hiding and instead further help in stimulating creativity.

Study was to scrutinize a moderated-mediation model, a quantitative hypothetic deductive approach to verify the hypotheses of the study. The data were gathered from employees and supervisors of advertising agencies and marketing departments in metropolitan cities of Punjab, Pakistan. Such firms and departments are considered because they offer a great opportunity to relevant variables and their relations. These organizations and departments are the most creativity-seeking domains and involve frequent interactions (for instance, regular meetings) between leaders with their employees and among peers. Data were primarily gathered from managerial employees performing their duties in the areas mentioned above.

Current study reveals that RL has a positive and significant relation with employee creative behaviour. Increasing RL characteristics can ultimately boost employee performance in the creativity domain. Being a responsible leader becomes mandatory for leaders to foster employee creativity to maintain the sustainability of an organization. It is confirmed from the results that responsible leadership articulates the mind thinking of employees, which creates an open environment of information while persuading creative and similar behaviour.

The current research investigates how responsible leadership can efficiently leverage the stakeholder approach in influencing employees through a knowledge-based pathway to boost their creative behaviour. The current study tends to uncover the mediating effect of the basic construct of knowledge management, which is knowledge sharing. Knowledge sharing enables employees to exchange their information while creating mutual understanding, which helps in the smooth flow of knowledge within the organization; this flow enriches employees to think openly in a creative and appreciative environment.

This study aims to investigate the effect of leader-leader exchange (LLX) on knowledge sharing through feedback-seeking behavior. The study also explores the moderating role of power distance.

A cross-sectional data of 290 knowledge workers from manufacturing and service firms in India were taken as a sample of the study. The hypotheses were tested using confirmatory factor analysis, structural equation modeling and hierarchical regression.

The results showed that LLX positively affects knowledge sharing and feedback-seeking behavior mediates the relationship between LLX and knowledge sharing. Moreover, power distance does not moderate the relationship between LLX and knowledge sharing.

The present study one of its kind explores the relationship between LLX, feedback-seeking behavior, knowledge sharing and power distance.

This paper aims to investigate how social capital (e.g. structural, cognitive and relational) influences trust (e.g. cognitive-/affective-based trust), which includes influencing knowledge-sharing behavior for Indonesian Facebook users in the context of social networking sites.

Indonesian students were recruited for an online survey study. Structural equation modeling was used to test the research hypotheses.

Social capital has a crucial role in increasing cognitive-based trust and affective-based trust. Furthermore, affective-based trust is a partial mediator between social capital and knowledge-sharing behavior, whereas cognitive-based trust is a full mediator between social capital and knowledge-sharing behavior.

This study is limited to Indonesian Facebook users. Future research needs to examine specific conditions, situational contexts and sub-cultures that may influence social capital, trust and knowledge-sharing behaviors of Facebook users in other parts of the world.

The education stakeholders can identify the user objectives and rational concerns to improve their social capital and trust and support their valuable and unique experiences to share knowledge.

This study contributes to the literature on virtual communities. Specifically, it considers how social capital influences trust, which subsequently affects knowledge-sharing behavior based on the uses and gratifications theory among Facebook users.

This paper aims to explore how the effect of knowledge sharing through mergers and acquisitions (M&As) on new product development (NPD) performance is contingent upon two different types of control mechanisms: behavior control and outcome control.

Leveraging the theory from transaction cost economics, this study provides answers regarding the roles of behavior and outcome controls. The hypotheses were tested empirically across a sample of 143 UK cross-border M&A firms.

The results provide the increasing call for an integrative perspective and theory in the M&A literature in that knowledge sharing through M&As is deemed decisive for NPD performance, and while both control mechanisms are effective, behavior control is more effective in enhancing NPD performance than outcome control.

The relevant M&A studies lack insights into the use of control mechanisms as a way to monitor the target firm’s behavior and performance and reduce the risk of its opportunistic behavior. Appreciating the need for M&A literature that elaborates control strategy and structure, this study incorporates behavior control and outcome control into M&A mechanisms.

The purpose of this study is to empirically examine the cause–effect relationships between workplace friendship and knowledge-sharing behavior, from a static perspective. Furthermore, it investigates the bi-directional relationship between the increase in both workplace friendship and knowledge-sharing behavior over same time periods, and also endeavors to identify whether there is a significant negative lagged effect of the increase in both workplace friendship on knowledge-sharing behavior, and vice versa, across time from a dynamic perspective.

The study conducts a three-wave questionnaire survey to test the research model. A latent change score approach was used to test the direct relationship between changes in workplace friendship and changes in knowledge-sharing behavior.

The findings reveal that knowledge-sharing behavior fosters workplace friendship and workplace friendship promotes the emergence of knowledge-sharing behavior. An increase in workplace friendship promotes an increase in knowledge-sharing behavior over same time periods. However, an increase in workplace friendship will lead to a lagged decrease of knowledge-sharing behavior across time, and vice versa.

The time interval in this study is a little short to capture the full changes in workplace friendship. Some important control factors and mediating mechanisms are not included in the research model.

This study guides managers to focus on various motivators to better strengthen workplace friendship and knowledge-sharing behavior and to consider and effectively respond to the negative side of workplace friendship and knowledge-sharing behavior across time.

This study emphasizes the predictivity of one important interaction patterns, namely, knowledge-sharing behavior on friendship at the workplace, from a static perspective. This study also shows the benefits of an increase in workplace friendship for the development of knowledge-sharing behavior in the same time period. Furthermore, the study presents a counterintuitive finding when taking the lag effect into consideration in exploring the relationship between changes both in workplace friendship and knowledge-sharing behavior, and identifies a negative side of both when viewed over longer periods.

Drawing on the microfoundations theory and rational choice sociology, this study aims to investigate knowledge-sharing microfoundations through knowledge sabotage behaviours in the workplace. As such, it aims to shed light on the adverse impact of knowledge sabotage on a knowledge-sharing climate.

As a quantitative deductive study, it is based on information collected from 329 employees of European companies by self-administered online surveys. Data validity and reliability has been assessed through a confirmatory factor analysis, and data analysis was carried out by using a covariance-based structural equation modelling technique.

The findings from the empirical investigation supported the baseline hypotheses of the multilevel conceptual model, which is the positive relationship between organizational trust and environmental knowledge sharing. Then, recurring to a microfoundational exploration, this study supports the mediating indirect effect of job satisfaction and knowledge sabotage in affecting knowledge sharing as a social outcome.

This study concurs to broaden knowledge-sharing awareness among scholars and practitioners, by focusing on knowledge sabotage as its most pernicious counterproductive behaviour. Furthermore, this research provides valuable guidance for the future development of research based on multilevel investigations.

This study builds on the need to explore the numerous factors that affect knowledge sharing in economic organizations, specifically focusing on knowledge sabotage. Adapting Coleman’s bathtub, the authors advance the first multilevel conceptual model used to unveil the knowledge-sharing microfoundations from the perspective of a counterproductive knowledge behaviour.