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Article
Publication date: 9 June 2021

Zhenting Xu and Xianmiao Li

Building on the territoriality perspective and innovation process theory, to the purpose of this study is to investigate the mechanism of transmission and influence of knowledge…

Abstract

Purpose

Building on the territoriality perspective and innovation process theory, to the purpose of this study is to investigate the mechanism of transmission and influence of knowledge territorial behavior congruence on innovation process, which provides theoretical implications for innovative teams to execute territoriality management and create a constructive knowledge sharing climate and platform for sustainable innovation of individuals and organizations.

Design/methodology/approach

The data were collected by the paired method from 311 creative R&D members. In addition, polynomial regressions and response surface method were adopted to test the hypotheses.

Findings

The more congruent the marking behavior and defensive behavior were, the higher the creative idea generation and idea implementation became. The congruence of “high marking high defensive behavior” was more conducive to triggering creative idea generation and promoting idea implementation. Compared with the incongruence of “low marking high defensive behavior,” the incongruence of “high marking low defensive behavior” was more conducive to stimulating creative idea generation. However, there was no significant difference in the incongruence effect of marking defensive behavior on idea implementation. In addition, creative idea generation mediated the relationship between knowledge territorial behavior congruence and idea implementation. Furthermore, team territorial climate moderated the relationship between knowledge territorial behavior congruence and creative idea generation.

Originality/value

The study highlights the theoretical research of territoriality and innovation process. By deconstructing the relationship between the territorial behavior congruence and the innovation process, this study establishes that the congruence and incongruence of the marking defensive behavior in knowledge territoriality exerts different effects on creative idea generation and idea implementation.

Details

Journal of Knowledge Management, vol. 26 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 9 December 2020

Xianmiao Li, Zhenting Xu and Chenghao Men

This study aims to explore the transmission mechanism of individual idea generation on team idea implementation and elucidate the relationships among team knowledge…

Abstract

Purpose

This study aims to explore the transmission mechanism of individual idea generation on team idea implementation and elucidate the relationships among team knowledge territoriality, team information exchange and team trust, which can better improve team knowledge sharing, decrease individual knowledge hiding or territoriality and assist the team in solving the predicament of idea implementation.

Design/methodology/approach

The data were collected by the paired method from 56 Chinese companies’ R&D teams, which comprised 356 valid samples. Besides, structure equitation modeling and hierarchical linear modeling were used to test the hypotheses.

Findings

Team knowledge territoriality had a significant positive impact on individual idea generation, team information exchange and team idea implementation. Team information exchange mediated the relationship between team knowledge territoriality and team idea implementation. Moreover, team information exchange positively moderated the relationship between team knowledge territoriality and individual idea generation. Furthermore, the relationship between individual idea generation and team idea implementation was mediated by team trust.

Originality/value

This study augments the theoretical research of territoriality and innovation process. From the viewpoint of knowledge territoriality to describe the coexistence of knowledge sharing and knowledge hiding in the organization, this study reveals the influence mechanism of team knowledge territoriality on team innovation process. Overall, this study provides empirical support that team territoriality can weaken the adverse impact of individual territoriality on innovation to a certain extent.

Details

Journal of Knowledge Management, vol. 25 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 28 October 2022

Xianmiao Li, Zhenting Xu and Yuqin Hu

This study aims to explore the dual-path effects of challenge (CTP) and hindrance time pressure (HTP) on knowledge sharing, which provides theoretical reference for knowledge…

Abstract

Purpose

This study aims to explore the dual-path effects of challenge (CTP) and hindrance time pressure (HTP) on knowledge sharing, which provides theoretical reference for knowledge teams to carry out knowledge sharing smoothly.

Design/methodology/approach

This study collected two waves of data and surveyed 416 employees in China. Regression analysis, bootstrapping and structure equitation modeling was adopted to test the hypotheses.

Findings

CTP has a positive impact on employee knowledge sharing, while HTP has a negative impact on employee knowledge sharing. Self-efficacy plays a mediating role between CTP and knowledge sharing, and emotional exhaustion plays a mediating role between HTP and knowledge sharing. The perceived organizational support can moderate the relationship between CTP and self-efficacy and between HTP and emotional exhaustion.

Originality/value

This study explains the reasons for the academic controversy about the effect of time pressure, enhances the scholars’ attention and understanding of the dual-path mechanism between time pressure and knowledge sharing and augments the theoretical research of time pressure and knowledge sharing.

Details

Journal of Knowledge Management, vol. 27 no. 7
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 26 April 2024

Zhenting Xu, Xianmiao Li and Xiuming Sun

This study aims to explore the enabling and suppressing effects of leader affiliative and aggressive humor on employee knowledge sharing form the lens of emotional contagion…

Abstract

Purpose

This study aims to explore the enabling and suppressing effects of leader affiliative and aggressive humor on employee knowledge sharing form the lens of emotional contagion process, which provides theoretical reference for the applications of different leader humor style, thereby enhancing employee knowledge sharing.

Design/methodology/approach

This study collected three waves of data and surveyed 379 employees in China. Regression analysis, bootstrapping and latent moderation structural equation were adopted to test the hypotheses.

Findings

Leader affiliative humor has a positive impact on employee knowledge sharing, whereas leader aggressive humor has a negative impact on employee knowledge sharing. Positive emotion plays a mediating role between leader affiliative humor and employee knowledge sharing, and negative emotion plays a mediating role between leader aggressive humor and employee knowledge sharing. Moreover, supervisor–subordinate Guanxi moderates the relationship between leader affiliative humor and positive emotion, and between leader aggressive humor and negative emotion, respectively.

Originality/value

This study not only adds to the knowledge sharing literature calling for the exploration of antecedents and mechanism of employee knowledge sharing, but also contributes to our comprehensive understanding of the suppressing and enabling effects of leader humor style on employee knowledge sharing. Besides, this study also unpacks the dual-path mechanism and boundary condition between leader humor style and employee knowledge sharing and augments the theoretical explanations of emotional contagion theory between leader humor style and employee knowledge sharing.

Details

Journal of Knowledge Management, vol. 28 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 28 March 2022

Zhenting Xu, Xianmiao Li, Xiuming Sun, Mengting Cheng and Jicheng Xu

Drawing on the social exchange theory, this study examines the impact of self-sacrificial leadership on employee creativity and explores the mediating role of employees' creative…

1186

Abstract

Purpose

Drawing on the social exchange theory, this study examines the impact of self-sacrificial leadership on employee creativity and explores the mediating role of employees' creative process engagement and shared vision, along with the multilevel moderating role of shared vision.

Design/methodology/approach

The data were collected from 78 R&D teams, and hierarchical linear model and bootstrapping analysis outlined by Hayes were used to test the hypotheses.

Findings

Self-sacrificial leadership exerted a significantly positive impact on employee creativity, employees' creative process engagement and shared vision, whereas employees' creative process engagement and shared vision mediated the relationship between self-sacrificial leadership and employee creativity, respectively. Moreover, shared vision significantly moderated the relationship between employees' creative process engagement and employee creativity, such that the higher the shared vision, the stronger the relationship between employees' creative process engagement and employee creativity.

Practical implications

Organizations and managers should provide leadership development training programs, such as leadership skills and abilities, to exhibit their self-sacrificing behaviors. Besides, while team leaders set an example for employees, in turn, spurring employees' creative process engagement, they should also elucidate the team/organization mission, amplify the publicity and employees' understanding of the mission.

Originality/value

This study advances the self-sacrificial leadership and creativity literature by establishing employees' creative process engagement and shared vision as crucial mediators and shared vision as boundary condition in the relationship between employees' creative process engagement and employee creativity, as well as stressing the theoretical research of leadership and creativity.

Details

Management Decision, vol. 60 no. 8
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 16 August 2024

Xianmiao Li, Cheng Cheng and Shanshan Yang

Based on social exchange theory and self-determination theory, this study explores the influence mechanism of empowering leadership on employees’ creative deviance and innovation…

Abstract

Purpose

Based on social exchange theory and self-determination theory, this study explores the influence mechanism of empowering leadership on employees’ creative deviance and innovation performance.

Design/methodology/approach

The data were collected from 312 employees on Internet and other high-tech corporation in China. Hierarchical linear regression models and bootstrapping analysis outlined by Hayes were used to test the hypotheses.

Findings

Empowering leadership is positively correlated with employees’ innovation performance (EIP), and employees’ creative deviance plays an intermediary role in the above relationship. Power distance positively moderates the relationship between empowering leadership and employees’ creative deviance. Time pressure moderates the moderating effect of power distance on empowering leadership and employees’ creative deviance.

Originality/value

This study advances the empowering leadership and employees’ innovation performance by establishing creative deviance as the mediator. This study is also helpful to clarify the role of time press and power distance as boundary condition in the relationship between empowering leadership and employees’ creative deviance, which have certain reference significance for organization practices.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 19 September 2022

Weiwei Huo, Xinyi Xu, Xianmiao Li, Julan Xie and Le Sun

The current study aims to identify work-related use of information and communication technologies after-hours (W_ICTs) from passive and active perspectives and examine mechanisms…

Abstract

Purpose

The current study aims to identify work-related use of information and communication technologies after-hours (W_ICTs) from passive and active perspectives and examine mechanisms and different effects of information and communication technologies on employee innovation behavior.

Design/methodology/approach

Experience sampling method (ESM) was employed to capture dynamic within-person variance in daily-behaviors and daily-mood. In total, 92 employees completed an identical online survey each day for ten workdays.

Findings

The findings showed that the influence patterns and mechanisms of passive and active W_ICTs were utterly different. Passive W_ICTs was negatively associated with employee innovation behavior via emotional exhaustion, while active W_ICTs was positively associated with employee innovation behavior through perceived insider status. Furthermore, differential leadership significantly narrowed the positive relationship between passive W_ICTs and emotional exhaustion. However, differential leadership did not significantly moderate the relationship between active W_ICTs and perceived insider status.

Originality/value

This study is an important step forward in dividing W_ICTs into passive and active W_ICTs and discovers a dual path of two types of W_ICTs on employee innovation behavior. Findings of this study have heuristic value for future research.

Article
Publication date: 14 July 2020

Xianmiao Li, William X. Wei, Weiwei Huo, Yi Huang, Manyi Zheng and Jinyi Yan

This study aims to build a research model from the perspectives of knowledge hiding and idea implementation to examine what factors influence idea implementation and the…

Abstract

Purpose

This study aims to build a research model from the perspectives of knowledge hiding and idea implementation to examine what factors influence idea implementation and the cross-level moderating role of team territory climate.

Design/methodology/approach

Data were collected from universities, 52 (R&D) teams in China via a two-wave survey. The final sample contained 209 team members and their immediate supervisors. Hierarchical linear modeling was used to test hypotheses.

Findings

The results indicated that individuals’ knowledge-hiding behavior had a significantly negative impact on idea implementation and creative process engagement, which played a mediating role. Team territorial climate played a cross-level moderating role between knowledge hiding and idea implementation. If team territorial climate was at a high level, then the negative connection between knowledge hiding and idea implementation would be weaker.

Research limitations/implications

Under the perspective of territorial behavior in Chinese cultural, it can help to distinguish territorial behavior and be preventive at individual and team levels. This study not only enables managers to clearly understand the precipitating factors of idea implementation but also provides constructive strategies for alleviating the negative effects of knowledge territoriality on creative process engagement and idea implementation.

Originality/value

This study constructs a cross-level model to explore the relationship among knowledge hiding, creative process engagement and idea implementation at individual and team levels in the context of Chinese R&D enterprises. Additionally, the study analyzes the influence of territoriality on idea implementation under boundary conditions.

Details

International Journal of Emerging Markets, vol. 16 no. 8
Type: Research Article
ISSN: 1746-8809

Keywords

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