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Article
Publication date: 9 November 2022

Silu Chen, Wenxing Liu, Yanghao Zhu and Peipei Shu

Drawing on the dual-strategies theory of social rank and leader distance theory, this paper aims to investigate the influence of supervisor bottom-line mentality (BLM) on…

Abstract

Purpose

Drawing on the dual-strategies theory of social rank and leader distance theory, this paper aims to investigate the influence of supervisor bottom-line mentality (BLM) on employee knowledge-related behaviors by considering the mediating role of perceived leader prestige or dominance and the moderating role of supervisor–subordinate guanxi (SSG).

Design/methodology/approach

This study collected survey data from 185 research and development employees in East China at three-time points. The authors conducted path analysis and bootstrapping-based analytic approach to test the hypotheses by Mplus7.0.

Findings

The results showed that supervisor BLM has a negative effect on employee knowledge sharing and a positive effect on knowledge hiding. Besides, perceived leader prestige or dominance mediated the relationship between supervisor BLM and employee knowledge hiding. Furthermore, SSG moderated the relationship between supervisor BLM and perceived leader prestige or dominance, as well as the indirect effects of supervisor BLM on knowledge hiding via perceived leader prestige or dominance.

Originality/value

There is limited research on investigating the influence of supervisor BLM in the field of knowledge management. The authors carried out this study to provide evidence of how and when supervisor BLM affects employee knowledge sharing and hiding.

Details

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

Keywords

Article
Publication date: 28 June 2022

Silu Chen, Yanghao Zhu, Wenxing Liu, Jianghua Mao and Kai Gao

This study aims to advance the bottom-line mentality (BLM) literature by drawing on goal-setting theory to examine the positive effects of supervisor BLM on employees' behavior.

Abstract

Purpose

This study aims to advance the bottom-line mentality (BLM) literature by drawing on goal-setting theory to examine the positive effects of supervisor BLM on employees' behavior.

Design/methodology/approach

The authors collected survey data from 291 full-time employees from various Chinese organizations at three different points in time.

Findings

The authors found that supervisor BLM and employees' collectivism orientation interacted to influence employees' bottom-line goal commitment such that the positive relationship between supervisor BLM and employees' bottom-line goal commitment was stronger when employees' collectivism orientation was high rather than low. Furthermore, they found that employees' collectivism orientation moderated the positive indirect effects of supervisor BLM on employees' work effort and helping behavior via bottom-line goal commitment such that the indirect effects were stronger when employees had a high rather than a low collectivism orientation.

Originality/value

The authors explored the “bridge side” of supervisor BLM on employees' behavior, especially after being moderated by collectivism orientation. Our results can help managers develop a comprehensive understanding of BLM.

Details

Leadership & Organization Development Journal, vol. 43 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 12 January 2021

Xiaojun Zhan, Wenhao Luo, Hanyu Ding, Yanghao Zhu and Yirong Guo

Prior studies have mainly attributed customer incivility to dispositional characteristics, whereas little attention has been paid to exploring service employees' role in…

Abstract

Purpose

Prior studies have mainly attributed customer incivility to dispositional characteristics, whereas little attention has been paid to exploring service employees' role in triggering or reducing customer incivility. The purpose of the present study is to propose and test a model in which service employees' emotional labor strategies affect customer incivility via influencing customers' self-esteem threat, as well as examine the moderating role of customer's perception of service climate.

Design/methodology/approach

Based on a matched sample consisting of 317 employee-customer dyads in China, multiple regression analysis and indirect effect tests were employed to test our model.

Findings

The study shows that employee surface acting is positively related to customer incivility, whereas deep acting is negatively associated with customer incivility. Moreover, customer self-esteem threat mediates the relationship between both types of emotional labor and customer incivility. Customer perception of service climate moderates the relationship between deep acting and customer self-esteem threat.

Originality/value

The current research broadens the antecedents of customer incivility from the employee perspective and sheds more light on the role of customer self-esteem in the interactions between employees and customers. It also demonstrates a complementary relationship between service climate and individual employees' emotional labor strategies, thereby expanding the existing understanding of the management of employees' emotional labor.

Details

Journal of Service Theory and Practice, vol. 31 no. 3
Type: Research Article
ISSN: 2055-6225

Keywords

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