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Bullying knowledge hiding has been recently identified as a manifestation of knowledge hiding behavior. As a relatively new concept, it is still underexplored. Previous research has focused on the antecedents of bullying hiding. However, there is a lack of research on the negative consequences that bullying hiding may have on employees. This study aims to uncover the effects of supervisor bullying hiding on employees knowledge behavior. The study also aims to examine the moderating effect of power values and the mediating effect of job stress.

Data were gathered in two waves from 444 employees with higher education in Poland. Data collection was conducted in July and August 2022. A general linear model mediation analysis with jamovi Advanced Mediation Models software was used to examine the hypotheses.

The results indicate that bullying knowledge hiding by supervisors triggers subordinates’ job stress and aggression in the form of bullying knowledge hiding toward co-workers. Contrary to expectations, job stress does not mediate the relationship between supervisor bullying hiding and subordinate bullying hiding toward co-workers. Power-dominance values, contrary to power-resources values, moderate the above relationship.

As bullying hiding has significant potential to spread among organizational members, managers seeking to reduce it should check the personal values of job applicants and employees.

Based on the behavioral contagion and frustration–aggression–displacement theories, to the best of the author’s knowledge, this study is the first to investigate the relationships between supervisor bullying hiding, job stress, power values and subordinate bullying hiding toward co-workers.

This paper aims to examine the impact of adverse personality traits (alexithymia, social inhibition, negative affectivity) and supervisor knowledge hiding on individual knowledge hiding. This study also explores the moderating role of positive affectivity.

Partial least squares path modeling and data collected from 518 Polish employees with higher education and extensive professional experience recruited via an Ariadna survey panel were used to test the research hypotheses.

Two dimensions of alexithymia were considered: difficulty identifying feelings (DIF) and difficulty describing feelings (DDF). DIF has a direct impact on individual hiding, whereas DDF has an indirect impact, via social inhibition. Negative affectivity is a predictor of social inhibition, which enhances knowledge hiding. Positive affectivity slightly weakens the positive and strong effect of supervisor knowledge hiding on subordinate knowledge hiding.

Because alexithymia, social inhibition and negative affectivity may predispose employees to knowledge hiding, managers should identify these personality traits among job applicants and hired employees to make appropriate employment decisions. Moreover, managers should be aware that hiding knowledge by a supervisor may be imitated by subordinates.

Based on conservation of resources theory, this study investigates previously unexplored relationships among alexithymia, social inhibition, affectivity and knowledge hiding.

The purpose of this paper is to assess the effect of co-worker support on horizontal knowledge withholding and voluntary turnover intention among IT specialists. The study also explores the mediating role of affective organizational commitment.

The data are drawn from 118 IT specialists from a Polish software company. The model is tested through partial least squares path modeling.

The results revealed that the negative effect of co-worker support on voluntary turnover intention is fully mediated by organizational affective commitment. Contrary to expectations, co-worker support is not significantly negatively related to horizontal knowledge withholding.

The cross-sectional data, self-reports and small sample size are limitations of this study. The respondents were a relatively homogenous group of employees, so the generalizability of results to other employees and industries is limited.

To increase affective organizational commitment and reduce voluntary turnover intention among IT specialists, managers should create the conditions to enhance co-worker support.

This research clarifies the role of affective organizational commitment, which has proven to be a bridge linking co-worker support and voluntary turnover intention. Moreover, this research investigates the previously unexplored effect of co-worker support on horizontal knowledge withholding.

Specific research on the meaning of organizational memory (OM), including databases, for small- and medium-sized enterprises (SMEs) and their performance is limited. The purpose of this paper is to investigate the relationships between open-mindedness culture (OMC), OM, SME innovativeness and customer satisfaction.

Five hypotheses were formulated and tested using the partial least squares method. The survey data were collected from 120 Polish SMEs.

A positive and significant relationship between OMC and OM was found. OM has both direct and indirect impacts on customer satisfaction through firms’ innovativeness. The results confirmed the correlation between firms’ innovativeness and customer satisfaction.

The focus on SMEs in a single country limits the generalizability of the results.

The findings of this research can inform SME managers who are willing to improve operational performance. This study suggests that OMC is a prior stage in building, updating and using OM in the form of databases. Leveraging databases is a way to incrementally increase firms’ innovativeness and customer satisfaction.

This paper fills an important gap in the extant literature by empirically testing the relationship between OMC, OM, firms’ innovativeness and customer satisfaction. This study is the first ever to study these relationships within the context of SMEs.

The purpose of this paper is to assess the effects of two types of trust (vertical and horizontal trust) on knowledge sharing (knowledge donating and knowledge collecting) and the impact of knowledge sharing on innovative work behavior (idea generation and idea realization). The study also explores the mediating role of knowledge sharing.

Partial least squares path modeling and data collected from 252 participants at one large Polish capital group were used to test the research hypotheses.

The results showed that both vertical trust and horizontal trust are positively related to knowledge donating and knowledge collecting. Contrary to knowledge collecting, knowledge donating is significantly related to idea generation, which is highly correlated with idea realization. There is no direct relation between knowledge sharing behavior and idea realization. Knowledge donating mediates the relationship between vertical trust and idea generation.

Self-reports and the cross-sectional nature of the data collection are the main limitations of this study.

The results allow managers to better understand what factors and processes contribute to greater employee innovativeness.

To the best of the author's knowledge, the study is the first to examine the relationships among vertical trust, horizontal trust, knowledge donating, knowledge collecting, idea generation and idea realization in an integrated way. This paper answered the questions (1) which type of trust is more important for knowledge sharing, and (2) which type of knowledge sharing behavior is more important for innovative work behavior. This paper investigated whether differences in the strength of relationships between constructs are significant.

Although employees' innovative work behaviors are crucial for innovativeness and the success of modern organization, the impact of individual unlearning and critical reflection on innovative work behaviors is underresearched. This study's goal is to empirically examine relationships between job characteristics, critical reflection, unlearning and innovative work behaviors.

This study uses survey data from 252 Polish employees and the partial least squares method.

The results indicated that, among three considered job characteristics, only problem-solving demands were related to critical reflection. This study also shows that critical reflection is both direct and indirect, through individual unlearning, related to both idea generation and idea realization. However, nonmanagers have stronger relationships between unlearning and innovative work behaviors than do managers, while managers have stronger relationships between critical reflection and innovative work behaviors.

Results of this study may be used by human resource development managers to improve employees' innovative work behavior.

The study contributes to the limited empirical research on the role of critical reflection and individual unlearning for innovative work behavior. This study also explores which job characteristic affects critical reflection.

This paper aims to propose and present a decision-making support method for poorly structured problems in schools, using the example of one of the most important and difficult decisions that principals face: terminating a teacher's employment.

A literature review was conducted, along with observations and interviews with 30 experienced principals, in order to identify decisions made by Polish principals. In order to sort non-programmable decisions according to their importance and difficulty, data were collected from 377 principals. Opinions from two groups, consisting of 22 and 25 experts, respectively, were collected in order to identify and order a set of criteria for making a specified non-programmable decision.

The four following areas of school activities were distinguished: finances, teaching and care, internal processes, and development of organisation. Within these categories, 126 decisions made by principals were identified, 96 of which were non-programmable. One of the most difficult and important non-programmable decisions was related to the termination of a teacher's employment. In order to support decisions regarding a teacher's dismissal, 44 criteria with different importance levels were identified.

Principals can use the method proposed in this paper, as it increases the rationality and objectivity of making a dismissal decision. The method can also be adapted for other difficult non-programmable decisions.

The expert opinion method might be useful for solving poorly structured problems in the management of educational institutions. As far as it can be ascertained, no previous empirical studies have identified and ranked the most important and difficult non-programmable decisions facing principals.

The purpose of this paper is to explore two basic research questions: what are the effects of information technology (IT) capability and employee empowerment on the innovativeness of small to medium‐sized enterprises (SMEs), and what are the effects of innovativeness and IT capability on firm performance in SMEs?

Data from 109 Polish SMEs were collected. In order to identify empirical dimensions of innovativeness, empowerment and IT capability, a factor analysis was carried out. Multiple regression analysis was employed to examine the effects of IT capability and employee empowerment on innovativeness, and the effects of IT capability and innovativeness on firm performance.

The following results are offered: innovation activity of SMEs is positively related to technological turbulence, climate for innovation, investments in innovation and use of IT in internal communications; innovation activity and IT knowledge have a positive effect on subjective measures of firm performance; and subjective measures of firm performance are significantly correlated with objective ones. The results of this study do not confirm that IT capability has a significant moderating effect on the relationship between innovativeness and firm performance.

The findings identify the factors that are significantly related to innovation activity and the dimensions of the constructs under study that contribute to firm performance in SMEs.

To the knowledge of the authors, no previous studies conducted with regards to SMEs have examined the relationships between innovativeness, empowerment, IT capability and firm performance in an integrated way. The findings suggest some direct and indirect relationships between different dimensions of these constructs.

Innovation goes beyond creation, concentrating on enhancement, which is essential for advancement. Since 1998, the European Journal of Innovation Management (EJIM) has been a leading forum dedicated to thought leadership and research on the advances in innovation management. Given that EJIM has run over two decades, the time is now opportune to reflect on the journal's contributions to innovation management. Thus, this paper aims to retrospectively review the productivity, impact and knowledge of innovation management research in EJIM.

This paper adopts a bibliometric methodology to engage in a retrospective review of EJIM. The bibliographic data of 757 papers published in EJIM from 1998 to 2021 were retrieved from Scopus and analyzed using performance analysis and science mapping techniques.

The productivity (publication) and impact (citation) of innovation management research curated by EJIM have grown prolifically over time. Though EJIM operates with a European title, the journal receives and publishes contributions worldwide (e.g. Asia, Europe, North America, South America and Oceania). Noteworthily, the knowledge of innovation management research in EJIM can be divided into four categories: basic themes (general), which comprise innovation, open innovation, new product development and product and process innovation; motor themes (well-developed), which consist of organizational culture and innovation and leadership and creativity; niche themes (very specialized), which include dynamic capabilities and business model innovation; and emerging or declining themes (weakly developed or marginalized), which is made up of research and development (R&D) and green innovation.

This paper offers a seminal retrospection of EJIM and the journal's productivity, impact and contribution to innovation management.

The adoption of Information and Communication Technology (ICT) in small and medium enterprises (SMEs) has some peculiarities that may depend on the combined effect of size and the competitive environment. The purpose of this paper is to use a contingency approach to explore how SMEs develop organizational capabilities through ICT investments in response to environmental conditions.

A survey on 284 SMEs in Italy was conducted and data were analyzed with regression models for testing seven hypotheses on the environmental influence on the development of ICT-based capabilities and the role played by firm size.

The results show that the environment influences the development of such capabilities in a different way, depending on size. Within munificent environments, ICT-based capabilities are more diffused among larger SMEs, whereas under environmental complexity, this pattern is inverted, with larger SMEs exhibiting a more limited deployment of ICT in support of both their internally and externally oriented processes. Under environmental dynamism medium-sized firms tend to develop more internally oriented ICT capabilities, but fail in reporting superior capabilities for managing external relationships.

This paper contributes to understand the relationship between the environment and ICT investments in SMEs. Since the combined effect of size and the competitive environment may influence considerably the ICT investments in SMEs, this study investigates the organizational responses with respect to how SMEs use ICT to address their external environment. This focus provides a contribution to understand the challenges that SMEs are facing in the current technological and market environment, where changes in the ICT paradigm raise the level of complexity and dynamism and bring changes in competition levels that leave few resources for growth to SMEs.