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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.

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.

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.

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.

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.

The purpose of this paper is to examine the role of intermediate knowledge mechanisms on the participative leadership–employee exploratory innovation relationship using a distal mediation model.

Deploying a time-lagged questionnaire method implemented over four business quarters, data are generated from 1,600 responses in R&D units of Taiwanese technology firms.

The structural equation modeling results reveal that participative leadership is positively related to employee exploratory innovation; coworker knowledge and absorptive capacity partially mediate the relationship between participative leadership and employee exploratory innovation independently; and coworker knowledge sharing in combination with absorptive capacity partially mediates this relationship.

The findings contribute new knowledge on the relationship between participative leadership and employee exploratory innovation by uncovering intermediate knowledge mechanisms that augment this relationship.

The knowledge cloud links people and ideas while also providing worldwide resources for putting them into action. This paper aims to see how the knowledge cloud affects the stimulation of subordinate creativity. The impact of the knowledge cloud on transformational leadership and its impacts on subordinate creativity are examined in this investigation. Also, this study checks out the influence of knowledge cloud on motivational goal orientation and the impact of motivational goal orientation on subordinate creativity. It investigates the influence of knowledge cloud on self-efficacy and feelings of it on subordinate creativity. Moreover, this research examines the impact of the knowledge cloud on employee empowerment and its impact on subordinate creativity.

Knowledge sharing is known as a human rationale for information. It promotes learning, human performance, decision-making and problem-solving at the job; thus, innovation and creativity need novel knowledge. Knowledge cloud is a knowledge source that provides a base for knowledge co-creation. This investigation explores the structural relationships among knowledge cloud, transformational leadership, motivational goal orientation, self-efficacy, employee empowerment and subordinate creativity. Here, a model is improved and experimentally examined based on the knowledge cloud, transformational leadership, motivational goal orientation, self-efficacy and employee empowerment to improve subordinate creativity using partial least squares (PLS) and data from car factories' employees in Beijing.

The study results show that knowledge cloud, transformational leadership, motivational goal orientation, self-efficacy and employee empowerment are strongly related to subordinate creativity. In addition to using the Sobel test, all four variables' mediating role (transformational leadership, motivational goal orientation, self-efficacy and employee empowerment) is confirmed.

A knowledge cloud can improve the stimulating subordinate creativity of employees through transformational leadership, motivational goal orientation, self-efficacy and employee empowerment. First, the human resources department must have some programs to improve the knowledge cloud's incentive. Second, creating an atmosphere of cooperation and trust among employees should enhance the knowledge cloud's effects.

To the authors' knowledge, this is the first study that addresses the knowledge cloud's role in subordinate creativity in firms. This investigation also assists the creativity literature by testing the mediating effect of motivational goal orientation, transformational leadership, feelings of self-efficacy and employee empowerment.

The purpose of this paper is to explore the role of mediation and moderation mechanisms between firm-level effects of transformational leadership (TFL) on unit-level performance across levels.

The authors used surveys to collect data from 800 senior managers at the firm level and 1,377 unit managers from 800 units of 100 firms from semiconductors, optoelectronics, computer electronics, and telecommunications industries. The industries were chosen because these firms focus on expanding their businesses and encourage extensive knowledge sharing among the firms and at all levels within the organizations.

In this study, the authors theorized that firm-level effects of TFL on unit-level performance across levels were positively related to unit-level performance. Unit-level knowledge sharing mediates the positive relationship between firm-level TFL and unit-level performance. A cross-level interaction effect of firm-level TFL and unit-level absorptive capacity showed that a positive unit-level absorptive capacity enhanced firm-level influence of TFL on unit-level knowledge sharing. Unit-level absorptive capacity moderates the positive relationship between unit-level knowledge sharing and unit-level performance.

First, the authors attempt to integrate the leadership and knowledge management research by exploring the critical mediator of unit-level knowledge sharing in explaining the effects of firm-level TFL on employees’ performance at the unit level. This approach is important because it extends the research areas of the two fields, and also clarifies issues regarding how and why TFL at the top of the organization positively impacts the performance of employees at a lower level of the organizational hierarchy. Second, the effectiveness of firm-level TFL depends on the absorptive capacity of each unit. The importance of absorptive capacity and the consequences of leadership behaviors have been emphasized in studies.

The purpose of this paper is to perform empirical tests to explore the influence of social integration mechanisms on organizations’ absorptive capacities theorized by Zahra and George.

This study uses a cross‐sectional design to test the relationships between potential absorptive capacity, three social integration mechanisms (cross‐functional teams, participation in decision making, and self‐managing teams), and realized absorptive capacity, in a sample of 92 organizations that bid competitively to provide products and services to a US university.

An organization's use of cross‐functional teams is negatively related to its realized absorptive capacity and negatively moderates the relationship between potential and realized absorptive capacity. Self‐managing teams negatively moderate the relationship between an organization's potential absorptive capacity and its realized absorptive capacity.

The cross‐sectional design allows tests of relatedness but does not support cause‐and‐effect inferences.

Managers who follow the prescriptive implications of using social integration mechanisms to enhance their organization's absorptive capacity may actually hinder it. The type of social integration mechanism is an important consideration for managers of firm strategies.

This study extends and challenges the literature on absorptive capacity through its empirical analysis of the role of social integration mechanisms on an organization's absorptive capacity. Social integration mechanisms can have mixed moderating effects on the absorptive capacity development process, and potential absorptive capacity is not easily transformed into realized absorptive capacity. This study expands the context of absorptive capacity beyond R&D settings and incorporates a task environment that allows a direct linking of inputs and outputs.

This study aimed to advance the understanding of employees' individual-level absorptive capacity by examining the mechanisms of three dimensions of their work outcomes: contextual performance, citizenship behaviors toward customers and service sabotage. Drawing on the theory of psychological ownership, the author theorized and assessed how employees' individual-level absorptive capacity predicts different facets of employees' work outcomes through psychological ownership.

Multisource data were collected from 334 subordinates from the hospitality industry in Taiwan over two time periods. The hypotheses were tested using structural equation modeling, the results of which indicated that employees' individual-level absorptive capacity was positively related to psychological ownership.

Psychological ownership positively predicted contextual performance and citizenship behaviors toward customers; however, it was negatively associated with service sabotage. Finally, it was found to mediate the effects of employees' individual-level absorptive capacity on contextual performance, citizenship behaviors toward customers and service sabotage.

This study contributed to understanding the relationship between individual-level absorptive capacity and shaping perceptions of service workers and provided several theoretical implications for absorptive capacity and tourism literature.

Creativity and innovation are crucial in improving the organizational performance and sustaining competitive advantage. The purpose of this paper is to investigate the relationship between knowledge hiding and team creativity.

The authors tested the hypotheses with a sample of 87 knowledge worker teams involving 393 employees and employers in China.

Knowledge hiding is negatively related to team creativity, fully mediated by absorptive capacity. In addition, the negative relationship between knowledge hiding and absorptive capacity would be weakened by task interdependence.

Team managers should take measures to avoid the development of knowledge hiding, which is indirectly related to team creativity via absorptive capacity within a team, and motivate team members to share more knowledge by training to improve their feelings of accountability, responsibility, and duty. In addition, managers can decrease knowledge hiding by strengthening within-team task interdependence.

This study is one of the first to investigate the relationship between knowledge hiding and team creativity and the moderating role of task interdependence in the relationship between knowledge hiding and absorptive capacity.

The purpose of this paper is to empirically investigate the mechanism through which empowering leadership of a team leader might influence the team performance in IT service.

The data of 315 individuals collected from 85 different IT projects through online survey is used to empirically test the hypotheses.

The results confirm that team leader′s empowering leadership raises the level of knowledge sharing among team members and increase the absorptive capacity of the team, and lead to better team performance.

This research theoretically presented and demonstrated the middle- and long-term impacts of empowering leadership resulting from the development of absorptive capacity as the effects of knowledge sharing in an IT project team are produced through absorptive capacity.

The findings indicate that more effective in increasing the performance of IT project teams can be to strengthen empowering leadership than to promote traditional charisma or directive leadership. Knowledge sharing at a team level has the direct effect of improving project performance by providing information and knowledge regarding the related project, but on the other hand it contributes to making stronger the path of associating absorptive capacity with project performance.

The impact of empowering leaderships on team performance of IT project has received less research attention. Little prior research has carried out such an integrated analysis in IT service context. This study contributes to knowledge management research by identifying a key antecedent of knowledge sharing.

This paper aims to explore the importance of knowledge-oriented leadership in the context of business model innovation (BMI) and open innovation. This study also seeks to explore the existence of a mediating effect of absorptive capacity.

Data were collected using a survey, from the information technology industry in India. The relationships proposed in the conceptual framework were tested with structural equation modeling (SEM) using Smart partial least squares (PLS) 3.

The findings highlight a positive influence of knowledge-oriented leadership on BMI and open innovation. Results also revealed that open innovation can facilitate BMI. Additionally, findings highlighted the mediating role of absorptive capacity in these relationships.

This study suggests that businesses should employ and value leaders who can create, transform, store and use knowledge resources. Companies that employ such leaders encourage the creation and exchange of new knowledge, which consequently would lead to the successful exploration of innovative approaches. A culture of open innovation would help managers break down barriers, overcome inertia and continuously test new business models to generate revenues, increase value, enhance organizational effectiveness and ultimately gain competitive advantage.

This study is one of the first to empirically contribute to the role of knowledge-oriented leadership and BMI from the perspective of open innovation.

The principal objective of this current research is to explore and test an underlying mechanism to solve the inconsistent relationship between supervisors’ developmental feedback and employee creativity. This study also tests the moderating role of absorptive capacity in fully understanding the relationship between two constructs.

A time-lagged survey was utilized to collect data from 317 employees working at information technology (IT) organizations in Vietnam. This research conducted a hierarchical regression analysis to examine the hypotheses.

This research found that employees’ operational skills fully mediated the link between supervisors’ developmental feedback and employees’ creative performance. Moreover, absorptive capacity positively moderated the relationship between supervisors’ developmental feedback and employees’ operational skills as well as the relationship between employees’ operational skills and employee creativity.

This research is one of the first papers to discuss the mediating role of employees’ operational skills in associating supervisors’ developmental feedback with employee creativity in response to the calls of previous studies. To fully comprehend the indirect impact of supervisors' developmental feedback on workers' creative performance, this research also examines the moderating influence of absorptive capacity at the individual level.