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Article
Publication date: 22 May 2023

N. Chitra Devi

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…

Abstract

Purpose

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.

Design/methodology/approach

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”.

Findings

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 limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Knowledge Management, vol. 28 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 28 September 2022

Abraham Ansong, Ethel Esi Ennin and Moses Ahomka Yeboah

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

Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Hospitality and Tourism Insights, vol. 6 no. 5
Type: Research Article
ISSN: 2514-9792

Keywords

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…

976

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. 27 no. 2
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 successfully…

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. 52 no. 11
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 14 December 2022

Maria Paramastri Hayuning Adi and Ertambang Nahartyo

This study aims to examine the effect of faultline based on job responsibility and their interaction with the incentive scheme on knowledge-sharing behavior.

Abstract

Purpose

This study aims to examine the effect of faultline based on job responsibility and their interaction with the incentive scheme on knowledge-sharing behavior.

Design/methodology/approach

This research is an experimental study with a 2 × 2 factorial design between subjects. Faultline and incentive schemes are manipulated into two groups (strong faultline–weak faultline and group incentive–individual incentives). This study involved 89 undergraduate accounting students as participants.

Findings

This research shows that a strong faultline created a strong social identity effect. Hence, the knowledge-sharing behavior among group members tends to be lower than the weak faultline. Knowledge-sharing behavior tends to be higher in group incentive schemes than individual ones. However, there is no support for interactions between incentive schemes and faultline effects on knowledge-sharing behavior. The results indicate that forming a working subgroup based on informational characteristics attributes reduces cooperative behavior and knowledge sharing between groups.

Originality/value

This study adds a new addition to faultline literature by examining the effect of faultline and incentive schemes on knowledge-sharing behavior based on informational characteristics attributes. Previous research on faultline and knowledge sharing was limited and primarily focused on faultlines created by demographic attributes. This study also enriches faultline literature on knowledge-sharing behavior using an experimental design.

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: 6 January 2023

Hafizah Abd-Mutalib, Che Zuriana Muhammad Jamil, Rapiah Mohamed and Siti Norfatin Afiqah Ismail

This study aims to explore the determinants of environmental knowledge sharing behaviour among accounting educators through the lens of an extended theory of planned behaviour…

Abstract

Purpose

This study aims to explore the determinants of environmental knowledge sharing behaviour among accounting educators through the lens of an extended theory of planned behaviour (TPB).

Design/methodology/approach

A total of 95 accounting educators responded to a questionnaire survey. The data comprising information on attitude, subjective norm, perceived behavioural control, possession of environmental knowledge and locus of control, as exogenous latent variables and intention to share and environmental knowledge sharing behaviour as endogenous latent variables, were analysed using the SmartPLS modelling technique. Besides the survey, interviews were conducted for triangulation purpose.

Findings

Except for subjective norm, all hypotheses are supported. The findings from the interviews reveal that environmental knowledge sharing activities have put educators in a peculiar position in terms of sharing environmental knowledge, as carrying out environmental activities has not been taken seriously and also seen as not the norm among the faculty members.

Research limitations/implications

This study focuses on accounting educators from five Malaysian public universities and deepens the understanding of their behaviour in sharing their environmental knowledge.

Practical implications

This study provides findings that can be useful for higher education institutions to strategize themselves in delivering environmental sustainability awareness in campus, which may enhance their efforts towards achieving sustainable development.

Social implications

This study provides findings that there is a need to inculcate environmental knowledge sharing among educators. Such knowledge sharing may generate good environmental norms, which may result in better environmental awareness.

Originality/value

This paper contributes to the literature by exploring the main determinants of accounting educators’ environmental knowledge sharing behaviour and extending the TPB by considering two additional variables.

Details

International Journal of Sustainability in Higher Education, vol. 24 no. 5
Type: Research Article
ISSN: 1467-6370

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…

3747

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 subordinate…

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

Article
Publication date: 11 November 2020

Fadi Abdel Muniem Abdel Fattah, Abdul Hakim H.M Mohamed, Mohamed Izzeldin A. Bashir and Abrar Mohammed Mubarak Al Alawi

This paper aims to investigate how students’ attitude (SA), students’ subjective norms (SN), students’ knowledge sharing intentions (KSI) can contribute to the enhancement of…

Abstract

Purpose

This paper aims to investigate how students’ attitude (SA), students’ subjective norms (SN), students’ knowledge sharing intentions (KSI) can contribute to the enhancement of knowledge sharing behaviour (KSB) among students at higher education institutes (HEI) in Oman.

Design/methodology/approach

This study follows the quantitative methodology and the deductive causal research approach. The data were conveniently collected through a Web-based questionnaire (Google forms) from 285 active students who are affiliated to Omani universities. SPSS was used to statistically analyse the collected data, including partial least square-structural equation modelling (PLS-SEM V3.3) to draw the results.

Findings

The study concluded that SA has both direct and indirect positive impact on SN, KSI and KSB. Moreover, the result revealed that there is a mediation effect between SA and KSB through KSI, SA and KSI when SN is playing as a mediation role.

Research limitations/implications

Although this study contributes to the existing body of knowledge, this study is limited by the scarcity of the related literature in the Omani context. It is recommended that these shortfalls be addressed together while improving the knowledge-sharing behaviour among students and administrative staff. Furthermore, the potential variation between academic staff and students in terms of factors affecting their intentions to share knowledge within HEIs should be explored.

Practical implications

This research provides policymakers in academic fields with the appropriate approaches to leverage the knowledge-sharing behaviour amongst Omani students with the understanding of the main factors affecting individuals’ knowledge-sharing behaviours.

Social implications

This will help in improving the means of employing and practising knowledge-sharing strategies within HEIs, which can generate competitive advantages amongst students and institutions while benefiting knowledge management strategies and its members.

Originality/value

The importance of the study stems from its context being conducted in Oman as a developing country. In addition, this study is one of the initial attempts to investigate KSB by considering SA, SN and KSI and its applicability on HEI in Oman. The findings of the study can serve as inputs to HEI in developing best practices across KSB dimensions and expanding the knowledge-sharing culture amongst HEI’s students in Oman. One of the developed strategies is the spreading of the knowledge-sharing culture among students by positively directing their attitude towards the practices of knowledge exchange.

Details

Global Knowledge, Memory and Communication, vol. 70 no. 6/7
Type: Research Article
ISSN: 2514-9342

Keywords

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;…

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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

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