Search results

1 – 10 of over 118000
Article
Publication date: 15 August 2022

Guangning Zhang, Xinxin Zhang and Yingying Wang

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…

113

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Originality/value

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.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 9 August 2022

Salman Zulfiqar, Zoia Khan and Chunhui Huo

The study aims to explore ‘motivational climate', which designs the recurring patterns associated with employees' attitudes, behaviour, and feelings. If organizations…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 10 October 2021

Suryani Suryani, Budi Sudrajat, Hendryadi Hendryadi, Amelia Oktrivina, Hafifuddin Hafifuddin and Zulfikar Ali Buto

This study aims to examine the relationship between Islamic work ethics (IWE), job embeddedness and knowledge-sharing behaviors. It also tested the mediating effects of…

Abstract

Purpose

This study aims to examine the relationship between Islamic work ethics (IWE), job embeddedness and knowledge-sharing behaviors. It also tested the mediating effects of job embeddedness and the moderating effects of organizational identification on this relationship.

Design/methodology/approach

A total of 396 respondents from Islamic banks in Indonesia participated in this study. Data analyzes for hypothesis testing were conducted using Hayes’ PROCESS macro-based hierarchical regression.

Findings

The findings suggest that subscribing to IWEs positively and significantly impacts job embeddedness and knowledge-sharing behaviors. Moreover, job embeddedness was confirmed as a mediator in the relationship between IWEs and knowledge-sharing behavior. Finally, the effects of IWEs on knowledge-sharing behaviors are stronger when employees attain a high level of organizational identification.

Practical implications

By encouraging the adoption of IWEs, organizations can develop job embeddedness and promote knowledge-sharing in the workplace, especially in an Islamic banking context. Therefore, managers should strengthen the mutual understanding among employees regarding IWE principles. They should be consistently applied and disseminated by Islamic banks’ management in the form of a formal code of ethics that applies to all actions within the organization.

Originality/value

This study was conducted to extend the understanding of IWE and its relationship with workplace outcomes in modern organizations. Drawing on the conservation of resources theory, social identity theory and Islamic theology, new insights are provided by explaining the psychological mechanism underlying the relationship between IWEs and knowledge-sharing behaviors while proposing organizational identification as the boundary condition.

Details

Journal of Islamic Accounting and Business Research, vol. 12 no. 8
Type: Research Article
ISSN: 1759-0817

Keywords

Article
Publication date: 27 December 2021

Rayees Farooq and Nachiketa Tripathi

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

Keywords

Article
Publication date: 4 June 2021

Tuyet-Mai Nguyen, Nang Sarm Siri and Ashish Malik

This paper aims to draw upon social cognitive theory to develop a conceptual framework of four types of factors: individual, social, organisational and cultural that…

Abstract

Purpose

This paper aims to draw upon social cognitive theory to develop a conceptual framework of four types of factors: individual, social, organisational and cultural that influence an individual’s knowledge sharing behaviour.

Design/methodology/approach

Data from 298 employees in Myanmar’s banking industry were analysed using the structural equation modelling (SEM) approach.

Findings

The results reveal that an individual’s absorptive capacity, trust and social interaction significantly impact knowledge-sharing behaviour. Additionally, the study found the moderating influence of knowledge sharing opportunity and collectivism in examining the impact of absorptive capacity, trust and social interaction on knowledge sharing behaviour.

Research limitations/implications

Future research may consider other dimensions of cultural dimensions, and extending the model by adding outcomes of knowledge sharing behaviour such as innovation or productivity could also be considered.

Practical implications

Organisations need to consider absorptive capacity in the recruitment process, increase trust and social interaction among employees, promote knowledge-sharing opportunities and collectivism to promote knowledge-sharing behaviour.

Originality/value

The study’s distinctive contribution is the Myanmar bank sector's under-researched context for investigating the reverse relationship between absorptive capacity and knowledge sharing behaviour. The moderating effects of knowledge sharing opportunity and collectivism ignored mainly in the knowledge sharing literature were investigated in this study.

Details

Journal of Knowledge Management, vol. 26 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 6 May 2021

Quratulain Amber, Abdul Baseer Qazi, Nadeem Javaid, Iram A. Khan and Mansoor Ahmad

This study aims to examine the role of ethical leaders on the knowledge-sharing behavior of public sector employees. Ethical leaders engender knowledge-sharing behavior of…

Abstract

Purpose

This study aims to examine the role of ethical leaders on the knowledge-sharing behavior of public sector employees. Ethical leaders engender knowledge-sharing behavior of employees by influencing their psychological capital.

Design/methodology/approach

To explore the mechanism by which ethical leaders shape the knowledge-sharing behavior of employees, cross-sectional self-reported data (n = 339) are collected from employees working at decision-making positions in federal ministries in Pakistan.

Findings

Analysis results indicate that ethical leaders influence public employees to share knowledge with colleagues. Moreover, the mediary role of ethical values, organizational identification and altruism is evident, however, the mediary role of self-efficacy is not evident from results.

Practical implications

This implies that policymakers should be cognizant of the indirect mechanism by which ethical leaders positively influence the behavior of public employees. This knowledge helps them consider the recruitment, promotion and training of employees, especially the leaders, in line with the required ethical value consideration in public sector organizations.

Originality/value

This research is based on originally collected data from the field.

Details

Information Discovery and Delivery, vol. 50 no. 1
Type: Research Article
ISSN: 2398-6247

Keywords

Article
Publication date: 8 March 2021

Shehla Malik

This study aims to assess the role of various emotional intelligence dimensions in stimulating two types of employee knowledge sharing behaviour – tacit knowledge sharing

Abstract

Purpose

This study aims to assess the role of various emotional intelligence dimensions in stimulating two types of employee knowledge sharing behaviour – tacit knowledge sharing behaviour and explicit knowledge sharing behaviour.

Design/methodology/approach

The causal relationships among the constructs were tested by applying quantitative research methods. A questionnaire-based survey was used to draw a sample from 10 information technology (IT) organizations in India. A data set of 308 usable questionnaires was analysed using structural equation modeling technique to test the hypothesized relationships among various constructs.

Findings

This study found that all four dimensions of emotional intelligence, namely, self-emotional appraisal, others’ emotional appraisal, use of emotion and regulation of emotion have a positive effect on tacit knowledge sharing behaviour of employees. In addition, explicit knowledge sharing behaviour was also positively influenced by others’ emotional appraisal and use of emotion. However, no significant effect was made by self-emotional appraisal and regulation of emotion on explicit knowledge sharing behaviour of employees.

Originality/value

Little is empirically known about the link between emotional intelligence constructs and knowledge sharing behaviours. This study brings new insights by assessing the role of different emotional intelligence dimensions on two different types of knowledge sharing behaviour. An interesting finding advances the understanding of knowledge sharing behaviours by indicating a greater variance in tacit knowledge sharing behaviour (caused by emotional constructs) as compared to explicit knowledge sharing behaviour.

Article
Publication date: 23 August 2021

Marsus Suti and Harmita Sari

This paper aims to investigate how social capital (e.g. structural, cognitive and relational) influences trust (e.g. cognitive-/affective-based trust), which includes…

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

Keywords

Article
Publication date: 12 October 2012

Yong Wu and Weidong Zhu

Knowledge sharing has been recognized as a positive force for the survival of an organization but the factors that promote or discourage knowledge sharing behaviors in the…

3463

Abstract

Purpose

Knowledge sharing has been recognized as a positive force for the survival of an organization but the factors that promote or discourage knowledge sharing behaviors in the organizational context are poorly understood. The purpose of this paper is to enhance our collective understanding of the factors affecting knowledge sharing behaviors of knowledge workers in the organizational context.

Design/methodology/approach

Drawing from multiple streams of research including social psychology, organizational learning, knowledge management, information systems and so forth, this research developed an integrated theoretical model. The Theory of Planned Behavior model, motivation theory, social exchange theory, economic exchange theory and self determination theory were employed here. In total, 180 responses from ten companies in China were collected.

Findings

The theoretical model was validated within the context of a single empirical study. The findings provided significant statistical support for the research model, accounting for about 60 percent of the variance in the behavioral intention to share knowledge and 41 percent variance in the actual knowledge sharing behavior. In total, 11 of the 12 hypothesized relationships were supported.

Originality/value

This exploratory research attempted to fill the void in the integrative research by investigating the most crucial factors that influence the knowledge sharing behaviors of knowledge workers.

Details

Kybernetes, vol. 41 no. 10
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 29 January 2020

Le Cong Thuan

Knowledge sharing is critical for employee creative performance. The purpose of this study is to investigate the impact of supervisor knowledge sharing behavior on…

Abstract

Purpose

Knowledge sharing is critical for employee creative performance. The purpose of this study is to investigate the impact of supervisor knowledge sharing behavior on subordinate creativity.

Design/methodology/approach

This study collected data by paper-based surveys at information technology organizations in southern Vietnam (N = 339). The hypotheses were tested by conducting a hierarchical regression analysis.

Findings

The results showed that supervisor knowledge sharing behavior positively affected subordinates’ creative performance. Further, the positive association between supervisor knowledge sharing behavior and subordinate creativity was reinforced by subordinate absorptive capacity and partially mediated by subordinate task-efficacy and subordinate domain knowledge.

Practical implications

Companies should choose individuals who frequently share their knowledge with others when staffing supervisory positions. Moreover, companies should encourage supervisors as well as give supervisors a substantial amount of time and opportunities to share their knowledge with their subordinates. Further, companies should encourage employees to proactively gain valuable knowledge shared by their supervisors. Finally, companies should provide employees with job training programs as well as encourage them to join these programs to improve their absorptive capacity.

Originality/value

This is one of the first papers to investigate whether supervisors can stimulate their subordinate creativity by sharing explicit and tacit knowledge. This study also contributes to the creativity literature by examining the mediating role of subordinate task-efficacy and subordinate domain knowledge and the moderating effect of subordinate absorptive capacity.

Details

VINE Journal of Information and Knowledge Management Systems, vol. 50 no. 4
Type: Research Article
ISSN: 2059-5891

Keywords

1 – 10 of over 118000