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Information sharing is vital to organizational operations, yet employees are often reluctant to share negative information. This paper aims to gain insight into which employees will be reluctant to share negative information and when by drawing from the proactive motivation literature examining effects of proactive personality and motivational states on individuals’ willingness to share negative information.

A cross-sectional design was used, with data collected from a final sample of 393 individuals via an online survey. Hypotheses were tested using correlation and hierarchical multiple regression analyses.

Interactive effects indicate proactive individuals with accompanying high levels of role breadth self-efficacy (“can do”) or high levels of felt responsibility for constructive change (“reason to”) were less likely to be reluctant to share negative information. However, findings also suggest proactive individuals with lower levels of proactive motivation avoid sharing negative information.

The findings extend what is known about personality factors and employee willingness to share information to highlight which employees may be likely to avoid sharing negative information. The authors also examine the moderating influence of proactive motivational states on the relationships between proactive personality and reluctance to share negative information.

The aim of this study is to conduct an initial investigation of information sharing between the vast number of expatriate employees and the small minority of local employees in Dubai’s private sector workforce. Research on the impact of the workforce localization policy has highlighted the frequent marginalization of locals within the expatriate-dominated private sector. One form of this is the reluctance of expatriates to share information with local recruits, and the authors conducted this study to assess the reality and extent of this phenomenon.

The authors designed a brief interview survey to probe how Emirati employees secure workplace information and whether they experience information withholding on the part of expatriate colleagues. The authors also explored whether any such experience impacts on their attitudes to working in the private sector since this is a key factor in the success of the localization policy. Complete responses were received from 0.9 per cent of the total local private sector workforce.

A notable lack of information sharing emerged with 58 per cent of respondents reporting their expatriate colleagues’ and superiors’ reluctance to share information with them, and 63 per cent describing experiences of discriminatory behavior.

The authors identify key cultural and communication issues relating to localization within Dubai’s multicultural workforce. These include the broader cultural factors that determine how Emiratis conceptualize information sharing. Future research can pursue this issue to help inform the development of supportive information sharing practices. Such practices are an essential part of the creation of a diversity climate, which is necessary to sustain localization.

This study is a pioneering attempt to empirically investigate the information sharing practices that Emirati private sector employees experience. It suggests that the exclusion of citizens from the workplace through practices such as “ghost Emiratization” reverberates in the workplace through a lack of information sharing.

This study evaluated the enhancement of information sharing practices with third party logistics service providers (3PLs) in a supply chain solutions company that provides transport and warehousing software in Johannesburg, South Africa.

A mixed methods case study was conducted to investigate the problem. Both strands of quantitative and qualitative data were given equal priority. Three rounds of primary data were sequentially collected, analysed and triangulated. An online questionnaire was distributed to a sampling frame of seventeen companies which were randomly selected from the population. Three company executives were purposively sampled to participate in a focus group interview. Data from an open-ended questionnaire were used to explain and validate the findings from clients and executives who participated in the two preceding rounds of data collection.

It was found that information sharing improves the collaboration of channel members, increases competitive advantage and ultimately leads to better customer service. The improvement of relationships and continuous technological upgrades are recommended for improving visibility of information and effectiveness in the management of supply chains.

This study is limited by the characteristics of the case study methodology. Case study research suffers from restricted generalisability, problems with cross-checking and the risk of bias and subjectivity. This implies that the results of this case study may not be generalised to the overall population. The selection of a mixed methods design was intended to curb the limitations that are inherent to this study.

This study was limited to a few respondents and participants, which raises concerns about both the statistical power and the generalisability of the results. However, the results provide useful insights into some of the information sharing practices in the industry.

The value of the study contributes to the supply chain's dependence on 3PLs for value creation and the reliance on technology to share information amongst channel members. This study highlights a need for organisations to build collaborative relationships with 3PLs and continuously update technological infrastructure in order to meet supply chain network goals.

The purpose of this paper is to understand how the development of social capital can promote buyer’s bi-directional (inflow and outflow) information sharing. The authors examined buyers’ perceptional differences in information sharing: when they receive information from suppliers and when they provide information to suppliers, and how such inequivalent perception in information sharing can be resolved by the level of social capital and its’ sub-dimensions.

Theoretical model and the hypotheses were developed through literature review. Data were collected from Korean manufacturers in supply chains and structural equation modelling was used for analysis.

The results show that each dimension of social capital has a different effect on bi-directional information sharing. For the information inflow, all of the facets of social capital were significant; for the information outflow, however, only relational capital was significant. That is, with cognitive and structural capital, buyers perceive that they can receive appropriate information from suppliers yet be reluctant to provide information to suppliers.

Given that relational capital is essential for the balanced information sharing in buyer-supplier relationship, firms should pay attention to having social interactions with partners to promote trust in the relationship for efficacy in information sharing.

This is one of the first studies to explore the role of social capital in facilitating equivalent information sharing. This study develops a framework that social capital can provide valuable guidance in achieving equivalency of bi-directional information sharing.

The purpose of this paper is to examine how a supervisor’s incivility in teams impact team’s creative performance through the mediating factor of knowledge sharing intention among team members. Moreover, the moderating role of collaborative climate was investigated as protector against leaders’ incivility.

The proposed multi-level model was tested by surveying 312 health care providers nested within 42 work units at eight large hospitals in Iran. Multi-level regression analysis was used to analyze the data.

The findings revealed that those team members experiencing incivility from their supervisors are more likely to show reluctance to share knowledge with team members and as a consequence this response further decreases team’s creative performance. However, the climate of collaboration inside hospitals can buffer the negative impact of incivility on their readiness to share knowledge.

In team-based organizations, a supervisor’s incivility can stifle the creative performance of his/her team through blocking the knowledge sharing of members. First, human resource department should have some plans to curtail incivility of supervisors. Second, establishing a climate of collaboration and trust among team members can mitigate the insidious effects of supervisors’ incivility.

In prior research studies, the role of incivility on individual outcomes has been highlighted. This paper, according to the best knowledge of the author, is the first considering the negative impact of incivility on team’s performance. Moreover, collaborative climate is a novel moderator considered in this study.

The purpose of this paper is to explore the perceptions and attitudes of employees towards information sharing as well as the possible reasons behind these attitudes in the specific organizational context of the European Central Bank (ECB).

Data obtained in interviews with seven employees were analyzed using the grounded theory technique of constant comparative analysis. Categories, their sub‐categories, attributes and dimensions were used to group data about related concepts and these groupings, and the emerging relations between categories, were linked to theoretical questions regarding the perceptions and attitudes of information sharing amongst ECB employees.

The employees interviewed acknowledged the advantages of information sharing and expressed the need for greater access to information as well as more open communication with colleagues. The fear of disruptive intrusions to the creative process and the influence of personality and national culture on the willingness to share were raised by some interviewees. The participants' perceptions of the organizational support to information sharing and their possible influence on employees' attitudes to share with colleagues also emerged.

Validity of findings would benefit from the use of additional data collection methods; observation or the use of focus groups could provide data that would not normally be obtained in the interview setting. Quantitative methods could be used to measure the impact of some of the elements identified.

Organizations need to take into account a number of factors that may enhance or inhibit information sharing behaviours. Employees seem to be inclined to adopt information practices that would contribute to improving efficiency but the unambiguous support of the management and the organization to such practices seems to be crucial to their success.

The descriptions obtained through the interviews provide a rich picture of different elements, from diverse perspectives, that influence the current information sharing attitudes of employees in the case study organization. This constitutes a first step in the integration of theoretical accounts of information sharing previously studied independently from each other.

This study aims to compare the expectations of non-collaborating professionals and the actual opinions of collaborating professionals regarding success factors of horizontal logistics collaboration (HLC) and investigates the reasons behind the observed differences.

This study employs a mixed-method approach. First, a survey is conducted to collect data from two samples representing collaborating and non-collaborating industry professionals. Second, confirmatory factor analysis (CFA) is used to compare the measurement models from the two samples and identify their similarities and differences. Third, a Delphi study is conducted to identify factors limiting collaborative behavior.

The results show that collaborating professionals exhibit lower levels of joint relationship efforts and trust than expected. This is primarily due to inadequate information sharing, poor collaboration formalization and the absence of a clear costs and benefits allocation mechanism.

The findings indicate that, in HLC, managers should give high importance to facilitating timely and complete information exchange, putting in place an acceptable costs/benefits allocation mechanism, formalizing the collaboration and prioritizing integrity over competency when selecting partners.

To the best of the authors’ knowledge, this is the first study that shows the existence of differences between industry professionals' pre-collaboration expectations and the actual experiences in HLC. This is also the first study that points to the exact HLC enablers that fail in practice and the barriers responsible for it.

The purpose of this paper is to investigate the role of cognitive proximity on supply chain collaboration and how it relates to radical and incremental innovation.

The paper is based on quantitative approach to analyze the data of 218 firms in a developing and transition economy. The proposal model is tested with exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and structural equation modeling (SEM).

The authors’ findings show that cognitive proximity facilitates decision synchronization and incentive alignment in the supply chain. Furthermore, the authors’ results indicate that information sharing and decision synchronization are determinants of radical innovation while incentive alignment is a determinant of incremental innovation.

This study was cross-sectional, so the authors could not consider the control variable such as sectors or firms’ size. It is hard to control the specific features of cognitive proximity in one single industry when using cross-sectional data. In future investigations, it may be possible to use a different dimension of proximity to explain the implementation of collaboration for innovation.

This study attempted to explore the role of cognitive proximity on supply chain implementation process in the context of a transition economy. Moreover, the authors’ findings provide the clearer understanding of the relationship between collaboration and innovation.

The purpose of this paper is to extend the knowledge of how identity is connected to information sharing activities in social media during pre-school teacher training.

An ethnographic study is performed where 249 students at a Swedish pre-school teacher-training programme are followed through participant observations from November 2013 to January 2014, and from September 2014 to January 2015. The material produced includes 230 conversations from a Facebook Group used by 210 students and several teachers, field notes and transcribed interviews with nine students. Comparative analysis is used to analyse the Facebook conversations to identify ways of positioning identity and engaging in information sharing activities. Interviews with students are analysed to contextualise and validate the findings from the online interactions.

Three identity positions are identified: discussion-oriented learner, goal-oriented learner and customer-oriented learner. The way a student commits to others, to ideas and to a career choice affects their identity positions and information sharing activities. Results suggest that information sharing with social media should be understood as a powerful device for identity development in pre-school teacher training.

This study is designed to provide detailed accounts with high validity on the expense of a high degree of representativeness.

No previous library and information science-studies have been presented that explore the relationship between the identity of learners and the information sharing activities in which they engage, in the context of social media or in relation to teacher training.

The prevention of mental health issues at work represents a significant challenge for organizations. The transformation of workplaces whose future promises to be virtual or hybrid can make the anticipation and prevention of these health issues more challenging, considering the potential distance that it may create between employees and their employers. The recent health crisis undermined individual mental health but also highlighted the importance of new technologies which greatly paved the way for the future of workplaces. This paper aims to examine these new technologies, specifically the use of blockchain technologies in organizations to predict and prevent mental health issues at work, specifically psychological distress, in times of crisis, and beyond. It addresses the main challenges and opportunities and presents research avenues as well as insights for human resource management (HRM) practitioners.

This paper is a viewpoint that addresses the use of blockchain technology in the prevention of employees’ mental health at work in times of crisis and beyond. Literature was used to support this viewpoint and highlight the importance of addressing mental health issues at work and preventing their occurrence in the future.

Blockchain is one of the disruptive new technologies that can be used as a strategic tool for organizations to prevent mental health issues among employees in the workplace in times of crisis, and beyond. It facilitates the collaboration between employees, their organization, healthcare and employee assistance program (EPA) providers, as well as insurance companies. In this context, a specific type of blockchain should be used to support this type of collaboration.

Blockchain can generate both opportunities and challenges for the prevention of mental issues at work. It can transform the future of workplaces and help organizations as well as healthcare and EPA providers to anticipate potential employees’ mental health issues in 2019. Organizations need to address their readiness to implement this new technology and the possible reluctance of their employees to use it. This paper presents insights for managers and HRM practitioners.

The studies that have addressed the use of blockchain in organizations to prevent employees’ mental health issues are sparse. This paper is an attempt to address this gap and examine the challenges as well as the opportunities associated with the use of this disruptive new technology that can significantly reshape the future of workplaces.