Search results

Scholars have identified several predictors of learner satisfaction, but little research addresses the impact of intragroup conflict in a virtual learning context. The purpose of this paper is to investigate the potentially deleterious effects of perceived intragroup relationship conflict on virtual learners’ intention to re-enroll.

Data were systematically collected from virtual learners using an online questionnaire and then analyzed by multiple regression models.

The results show that emotional expressiveness is an antecedent to perceived intragroup relationship conflict, and the relationship is moderated by individuals’ perceived enjoyment of computer-mediated communication. Virtual learners with a higher emotional expressiveness (i.e. extraverts) experience higher perceived relationship conflict, which in turn, lowers their intention to re-enroll.

The study confirms the antecedent and consequence of perceived intragroup relationship conflict in a virtual learning context.

Educational institutions and businesses may use three proposed strategies to deal with intragroup relationship conflict.

The study contributes to the limited knowledge on how to effectively manage virtual learning interactions by educational institutions and businesses.

This study aims to examine how exploitation of shared knowledge is related to creative behavior by focusing on the roles of social contextual factors – perceived co-worker support and perceived relationship conflict.

The proposed research model in this study posits the following: exploitation mediates the relationship between shared knowledge and creative behavior and perceived co-worker support and perceived relationship conflict moderate the relationship between shared knowledge and creative behavior. For an empirical examination, the model was tested by PLS-SEM using 457 responses gathered from workers of different companies in Korea.

It turned out that knowledge exploitation fully mediates the relationship between shared knowledge and creative behavior. Also, the findings revealed that the stronger the perceived co-workers support is the stronger the relationship between shared knowledge and knowledge exploitation becomes. In contrast, perceived relationship conflict has a negative moderating effect on the relationship.

This study helps to deepen the understanding of how knowledge sharing impacts creative behavior in light of social context and the active utilization of shared knowledge. In addition, this study attempts to provide new perspectives by suggesting double aspects of perceived relationship conflict, which eventually extending the previous research on conflict in the field of knowledge management and creative behavior.

Over 83.72 million Chinese firms employing more than 775 million employees. It is essential to explore employee relationships and conflict management practices in China. Although collectivism can influence employee cognition and emotions, the psychological mechanism that links collectivism and job satisfaction is still unclear. Researchers have found existing empirical findings on conflict–performance relationships to be mixed and inconsistent, and have identified the need to pinpoint the explanatory mechanisms and boundary conditions that underlie the effect of conflict on job performance. This study aims to provide some clarification to this important yet relatively unclear issue.

A questionnaire survey was conducted in China to collect data. The authors received completed questionnaires from 466 employees.

Analysis of questionnaire results reveals that job satisfaction mediates the relationships between conflicts and perceived job performance, and that collectivism moderates the relationships between conflicts and job satisfaction. Specifically, the positive relationship between task conflict and job satisfaction is amplified by high levels of horizontal collectivism (HC) and vertical collectivism (VC), while the negative relationship between relationship conflict and job satisfaction is strengthened by HC.

The main limitation is that this study used a cross-sectional design, meaning that causality in relationships cannot be established from results. Despite this limitation, the present findings provide insights into conflict management, job satisfaction and culture value literature.

This paper examines the moderating role of employees’ collectivist orientation (not national culture) on the relationships between conflicts and employee job satisfaction at the individual level. It also explores HC and VC and identifies their differential effects on the relationships between conflicts and job satisfaction.

This paper aims to investigate why followers have low perceptions of leader openness and thus feel reluctant to communicate novel ideas by examining leader–follower relationship conflict (i.e. interpersonal incompatibility) and a follower’s power distance orientation (i.e. an acceptance of uneven power distribution in organizations) as antecedents.

The research administrators conducted a three-wave work behavior survey in Study 1, a laboratory experiment in Study 2, and an online experiment in Study 3.

The results demonstrated that leader–follower relationship conflict reduced followers’ perceptions of leader openness. However, the negative impact of relationship conflict became non-significant when followers have high power distance orientations (i.e. an acceptance of uneven power distribution in organizations). The findings also showed an indirect interaction effect of leader–follower relationship conflict and followers’ power distance orientation on the followers’ communication of novel ideas through the followers’ perceptions of leader openness.

The research suggests that followers with higher power distance orientations are more likely to communicate novel ideas consistently because their relationship conflicts with their leaders do not negatively influence their perceptions of leader openness. Although researchers traditionally view cultures with a high level of power distance value as an obstacle to employee creativity, the present study reveals the benefits of an individual-level power distance orientation.

The purpose of this paper was to examine knowledge hiding behaviours with perceived conflict types, competition and personal values of employees.

Two studies were carried out and structural equation modelling and moderated regression analyses were conducted to test the hypotheses.

Study I, with employees from software development companies, revealed that task conflict and relationship conflict have additive effect on knowledge hiding behaviour. Additionally, task conflict is positively related to employees’ perceived competition. However, no mediation role of perceived competition was found between conflict types and knowledge hiding. Study II, with employees from the banking sector, indicated that employees’ individualistic or collectivistic values play a moderating role between perceived task conflict and knowledge hiding behaviours. The negative effect of task conflict on knowledge hiding behaviour is higher if the individuals have individualistic personal values.

This study contributes to managers by offering some guidance on what can be the results of conflict and competition between employees and how employees’ personal values can affect conflict and knowledge hiding relation.

To the challenges of knowledge hiding behaviour outcomes for businesses, many managers should first consider the predictors of knowledge hiding and then find some solutions against the negative consequences. This study is one of the first to examine knowledge hiding with regard to conflict types, perceived competition between employees and personal values of employees.

The key objective of this research is to test how two trust dimensions (cognition‐based trust and affect‐based trust) mediate the effects of three personal characteristics (psychological distance, the marketing manager's sales experience, and the marketing manager's relative level of formal education) on the following outcome variables: dysfunctional conflict, functional conflict, and perceived relationship effectiveness.

Drawing on the interaction approach, the paper develops a conceptual framework to better understand the nature of the working relationship between marketing managers and sales managers. In total, it develops and test 13 hypotheses. Partial least squares was used to assess the validity of the measures, and to estimate the structural model. Using a cross‐sectional design, data were collected from 101 marketing managers in Australia.

The hypothesized model has high explanatory power and it was found that both trust dimensions strongly affected all three outcome variables. However, though both forms of trust were positively related to perceived relationship effectiveness, affect‐based trust had the strongest impact on this outcome. The results also confirm that both cognition‐ and affect‐based trust have negative effects on dysfunctional conflict, and strong positive effects on functional conflict. In addition to these new findings, the paper shows that while psychological distance has a strong negative impact on cognition‐based trust, it has no impact on affect‐based trust. Moreover, it was found that when marketing managers had greater levels of sales experience, it increased their affect‐based trust but it had no impact on cognition‐based trust. Finally, the marketing manager's relative level of formal education had no impact on either forms of trust.

This is one of a handful of studies to employ a large‐scale empirical approach to examine the neglected cross‐functional relationship between marketing and sales. Also, it is one of the few studies to examine the effects of cognition‐based trust and affect‐based trust on performance outcomes.

This study aims to pay attention to the role of social contexts, including perceived relationship conflict and coworker support in creating an individualistic or collectivistic disposition, and how organization members differently behave to share knowledge depending on their personal dispositions.

The research model was set and PLS-SEM was used to validate the proposed eight hypotheses. A total of 462 survey data were collected from workers in Korea to test the model.

The findings revealed that both perceived relationship conflict and coworker support positively influence knowledge sharing intention by facilitating formation of individualism and collectivism orientation. In other words, individualism and collectivism are motivated by different factors, which applies equally to knowledge sharing.

This study makes an initial step to explain the relationship between knowledge sharing behavior and individualism–collectivism orientation by using social contexts as a potential antecedent. Especially, along with perceived co-worker support, perceived relationship conflict was also found to have a positive impact on knowledge sharing intention through individualism orientation, which is a significant contribution to the field of knowledge management.

This paper aims to explore the interactive influence of conflict, task interdependence and cooperation on individual perceptions of team virtualness levels. The study attempts to provide additional insight regarding how or why virtual structures might develop in teams with co-located team members.

Data were collected from 355 upper-level business students assigned to the same team in four class integrated business courses. Moderated hierarchical regression was utilized in examining the moderating role of cooperation with conflict and task interdependence in predicting virtualness.

Cooperation positively moderates the relationships between relationship conflict and perceived virtualness and between perceived task interdependence and perceived virtualness. In addition, conditional support exists for a cooperation and process conflict interaction in predicting virtualness.

Many teams are mandated to be virtual either by management direction, task and resource requirements or by necessity due to being geographically dispersed. However, additional factors may influence the level of virtualness in teams with co-located members. This study provides preliminary evidence that an individual’s experiences in teams influences the individual’s views regarding the virtual structure of his or her team.

Drawing on the self-consistency theory and temporal comparison theory, this study hypothesize that relative perceived supervisor support may positively affect voice behaviour and negatively affect relationship conflict with a supervisor. This relationship happens through the underlying process of supervisor-based self-esteem acts as an underlying mechanism. But, such a relationship would be constrained by the value of temporal perceived supervisor support with high temporal perceived supervisor support strengthen this relationship as compared to low temporal perceived supervisor support.

Dyad data from 338 samples of employees nested within 50 supervisor workgroups from non-profit firms operating in three different cities in Sindh Pakistan were taken.

Data analysis showed that employees with a high perception of relative perceived supervisor support engaged in voice behaviour and restrain themselves from the relationship conflict. The supervisor-based self-esteem derived from supervisor support played the role of mediating this relationship. Moreover, temporal perceived supervisor support not only moderated the path between relative perceived supervisor support and supervisor-based self-esteem also the mediational strength of supervisor-based self-esteem in relative perceived supervisor support and voice behaviour and relationship conflict.

It is crucial to integrate social comparison in organizational support theory to view the supervisor–subordinate relationship beyond dyad. Managers should understand social comparison processes in which employees engage in to know how it affects various work attitudes and behaviours.

Given the importance of supervisor–subordinate relationships, the authors extend and build on the concept of social and temporal organizational support to supervisor support. The study is novel in studying such relationship and contribute to the supervisory support relationship literature beyond dyadic level.

Although studies have demonstrated that knowledge hiding is an important inhibitor of organizational innovation, current research does not clearly address how intragroup relationship conflict influences knowledge hiding. This study aims to identify the underlying mechanism between intra-group relationship conflict and knowledge hiding.

Drawing on affective events theory (AET), the authors propose a theoretical model and empirically test it by applying hierarchical regression analysis and a bootstrapping approach to data from a multi-wave survey of 224 employees in China.

Consistent with AET, the empirical results show that envy mediates perceived intragroup relationship conflict and knowledge hiding. As predicted, trait competitiveness moderates the indirect effect of perceived intragroup relationship conflict on knowledge hiding via envy.

The results support an AET perspective whereby knowledge hiding is shaped by relationship conflict, envy and trait competitiveness. This study introduces the novel proposition that relationship conflict and competitiveness influence envy, and consequently knowledge hiding.