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1 – 10 of over 3000As knowledge management increasingly becomes critical for the success of professional service firms, this paper uses social exchange theory to investigate the interactive impact…
Abstract
Purpose
As knowledge management increasingly becomes critical for the success of professional service firms, this paper uses social exchange theory to investigate the interactive impact of transformational leadership and organizational innovation on online knowledge sharing by employees in professional service firms. This study aims to investigate the mediating roles of job autonomy and job engagement in this process.
Design/methodology/approach
Data were collected from a survey of 350 frontline employees in professional service providers, including banking, telecommunication and insurance. Structural equation modeling was used for data analysis.
Findings
The results show that transformational leadership positively affects job autonomy, which in turn has a positive impact on online knowledge sharing through job engagement. Thus, job autonomy and job engagement mediate the relationship between transformational leadership and online knowledge sharing. Finally, organizational innovation moderates the relationship between transformational leadership and job autonomy.
Originality/value
This paper extends the knowledge management literature by studying the impact of transformational leadership on the online knowledge-sharing behavior and exploring the focal roles of job autonomy and job engagement in online-sharing behavior in professional service firms. The findings also provide useful implications for practitioners to help them engage employees in the adoption of digital technologies to optimize outcomes.
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Pengzhen Yin, Wei Wang, Chuang Wang and Liang Liang
With the prevalence of enterprise social media (ESM), this study examines how the innovative and routine ESM use behaviors in the post-acceptance stage influence the quality and…
Abstract
Purpose
With the prevalence of enterprise social media (ESM), this study examines how the innovative and routine ESM use behaviors in the post-acceptance stage influence the quality and quantity dimensions of information processing (i.e. information equality and information overload), subsequently affecting employee autonomy grounded in the digital information management theoretical (DIMT) framework. This study further explores the moderating effects of communication visibility on the relationships between employee autonomy and each of the two information processing factors.
Design/methodology/approach
The proposed theoretical model was empirically validated using survey data of 266 knowledge workers that use ESM in a hybrid working context.
Findings
The results demonstrate that innovative and routine ESM use have different impacts on the quality and quantity dimensions of information processing, and information equality (quality dimension) improves employee autonomy as expected, but, surprisingly, information overloads (quantity dimension) as well. ESM communication visibility positively moderates the relationship between employee autonomy and each dimension of information processing.
Originality/value
Prior studies on ESM use widely focused on ESM's positive and negative outcomes and the mechanisms from the perspectives of employees' psychological and cognitive reactions. How ESM use behaviors in the post-acceptance stage empower employee autonomy and allow organizations to leverage the organizations' information technology (IT) investments remains unclear. Drawing on the information processing perspective, this study provides a novel angle to examine how to leverage IT values that stem from ESM use by considering the complementary roles of active and passive information processing.
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Muhammad Zeshan, Tahir Masood Qureshi and Irfan Saleem
This paper aims to clarify the relationship between digitalization and the employees’ autonomy. It proposes a positive relationship between digitalization and employees. It…
Abstract
Purpose
This paper aims to clarify the relationship between digitalization and the employees’ autonomy. It proposes a positive relationship between digitalization and employees. It explains why strategic human resource management (HRM) is essential in this relationship. The study aims to solve the control autonomy paradox related to the use of technology in organizations.
Design/methodology/approach
The paper opted for the explanatory study using a cross-sectional design. Responses were received from the alumni of a French business school using the survey strategy. Structural equation modelling has been used to validate the measure and to test the hypotheses.
Findings
The paper provides empirical evidence for the positive relationship between digitalization and employees’ autonomy. It suggests that an enabling control-based HRM system mediates the positive relationship between digitalization and autonomy.
Originality/value
The study enriches the literature in information technology by solving the control autonomy paradox associated with information technology. Moreover, the study also highlights the importance of an enabling control-based HRM system by underlining its role in developing the empowering organizational context.
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Michael Mustafa, Hazel Melanie Ramos and Siti Khadijah Zainal Badri
The purpose of this study seeks to examine how nonfamily employees' job autonomy and work passion can influence their job satisfaction and intention to quit in family…
Abstract
Purpose
The purpose of this study seeks to examine how nonfamily employees' job autonomy and work passion can influence their job satisfaction and intention to quit in family small-to-medium-sized enterprises (SMEs). Current, research regarding the determinants of nonfamily employees' job satisfaction and turnover intentions has largely focused on the effects of family influence and family firm characteristics. Accordingly, not much is known of how the job characteristics and emotions of nonfamily employees influence their job satisfaction and intention to quit.
Design/methodology/approach
Data were collected from 160 nonfamily employees across 28 family-SMEs. Process macro was used to analyze the mediating role of nonfamily employees' work passion in the relationship between their job autonomy and job satisfaction and intention to quit.
Findings
Findings showed that nonfamily employees' job autonomy only had a significant direct effects on their job satisfaction and not their intention to quit. Subsequently, nonfamily employees' work passion was found to only partially mediate the relationship between their job autonomy and job satisfaction.
Originality/value
By focusing on the concepts of job autonomy and work passion, the study adds additional insights about the drivers of nonfamily employees' pro-organizational attitudes in family-SMEs. Also the study represents one of the first efforts in the literature to establish a link between job autonomy and the work passion of nonfamily employees with respect to their job satisfaction.
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This study explores the role of intrinsic work values as a motivator in the workplace. By integrating the job demands–resources model and supplies–values fit theory, it also…
Abstract
Purpose
This study explores the role of intrinsic work values as a motivator in the workplace. By integrating the job demands–resources model and supplies–values fit theory, it also investigates whether autonomy and worker co-operatives can strengthen the intrinsic motivation of employees who have strong intrinsic work values.
Design/methodology/approach
Longitudinal surveys collected at 25 worker co-operatives and 27 corporations were analyzed with a model in which a moderated mediation model and a mediated moderation model are integrated.
Findings
The results revealed that individuals with strong intrinsic work values had stronger intrinsic motivation and engaged less frequently in job search behavior. The moderation analyses demonstrated that employees with strong intrinsic work values were more strongly motivated in worker co-operatives than in corporations and that this result was obtained because more autonomy was granted in worker co-operatives than in corporations.
Research limitations/implications
To date, little research has examined the moderating roles of autonomy and worker co-ops in the associations of intrinsic work values with employee motivation and behavior. The present study contributes to the literature on work values and worker co-operatives by providing evidence that autonomy and worker co-operatives can accelerate intrinsic motivation of employees with intrinsic work values.
Practical implications
Managers should grant employees enough autonomy and opportunities to participate in decision-making to stimulate their motivation, especially for employees with strong intrinsic work values.
Originality/value
By integrating the job demands–resources model with the supplies–values fit theory, this study proposes interaction effects of a personal resource with job and organizational resources on intrinsic motivation.
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Chia-Huei Wu, Matthew Davis, Hannah Collis, Helen Hughes and Linhao Fang
This study aims to examine the role of location autonomy (i.e. autonomy over where to work) in shaping employee mental distress during their working days.
Abstract
Purpose
This study aims to examine the role of location autonomy (i.e. autonomy over where to work) in shaping employee mental distress during their working days.
Design/methodology/approach
A total of 316 employees from 6 organizations in the UK provided data for 4,082 half-day sessions, over 10 working days. Random intercept modeling is used to analyze half-day data nested within individuals.
Findings
Results show that location autonomy, beyond decision-making autonomy and work-method autonomy, is positively associated with the perception of task-environment (TE) fit which, in turn, contributes to lower mental distress during each half-day session. Results of supplementary analysis also show that location autonomy can contribute to higher absorption, task proficiency and job satisfaction via TE fit during each half-day session.
Originality/value
This study reveals the importance and uniqueness of location autonomy in shaping employees' outcomes, offering implications for how organizations can use this in the work–life flexibility policies to support employee mental health.
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Liisa Mäkelä, Samu Kemppinen, Heini Pensar and Hilpi Kangas
This study investigates work and non-work antecedents for the work–life balance (WLB) development of remote employees during the COVID-19 pandemic. Longitudinal data (N = 1,146…
Abstract
This study investigates work and non-work antecedents for the work–life balance (WLB) development of remote employees during the COVID-19 pandemic. Longitudinal data (N = 1,146, T1; N = 737, T2) was collected in May–June 2020 and December 2020 in one multinational company (MNC) in Finland. In data analysis, structural equation modeling (SEM) with a cross-lagged panel model was utilized. The results revealed that during the pandemic, WLB slightly decreased. The quantitative job demands increased and predicted a decreased WLB at T2. Job autonomy decreased but did not have an effect on WLB development or buffer the negative effect of quantitative job demands on WLB. Time saved from commuting was positively related to WLB development, but the number of children living at home and the age of the youngest child had no statistically significant link to WLB development over time (similar finding for men and women). Although care responsibilities from the gender perspective is not the focus of our study, the additional analysis show that WLB at T1 was more challenging for women the more children they had, or the younger the youngest child was. For men, children did not make a difference for their WLB at T1. This finding indicates that WLB has been more challenging for mothers compared to fathers already when our first data had been collected, and the continuance of the pandemic did not change the situation in any direction. This research contributes to the knowledge about work and non-work related demands and resources as antecedents for WLB development during the pandemic. As a practical implication during the pandemic, the authors suggest that employers should follow development for employees’ WLB as a measure of well-being in remote work. In addition, the workload of remote employees should be followed, and time saved from commuting should be preserved as employees’ non-work time and protected from work-related tasks.
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Yangzi Wu, Xiaoli Hu, Jiuchang Wei and Dora Marinova
Knowledge sharing is a key part of enterprise knowledge management, which helps to develop and use knowledge-related resources and ultimately achieve organizational goals. This…
Abstract
Purpose
Knowledge sharing is a key part of enterprise knowledge management, which helps to develop and use knowledge-related resources and ultimately achieve organizational goals. This study aims to theoretically discuss and empirically investigate the mechanism by which the intention to share knowledge is influenced by employees’ attitudes, social pressure and job characteristics.
Design/methodology/approach
Based on the theory of planned behavior, this study uses primary data collected from technology companies in the Yangtze River Delta region of China based on a longitudinal tracking research method of different variables at two different points in time. The data from 287 questionnaires were investigated by hierarchical regression analysis and processed with SPSS 21.0.
Findings
The findings suggest that attitudes toward knowledge sharing, perceived social norms and job autonomy positively affect knowledge-sharing intentions. Job autonomy plays a moderating role in the relationship between perceived social norms and knowledge-sharing intentions. Specifically, job autonomy positively moderates the effect of pro-sharing norms on knowledge-sharing intentions and negatively moderates the effects of subjective norms on knowledge-sharing intentions.
Originality/value
This study brings together employees’ and work-related characteristics to systematically explore the influence of employees’ personal evaluations of knowledge sharing. Additionally, by empirically distinguishing between subjective and pro-sharing norms, the study contributes to a better understanding of the antecedents of knowledge sharing and other voluntary behaviors at the individual level.
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Chang Yang, Yuanjie Bao and Zixu Zhang
Based on person-job fit and self-determination theory, this paper examined the effects of (in)congruence between autonomy expectation and perceived autonomy on proactive…
Abstract
Purpose
Based on person-job fit and self-determination theory, this paper examined the effects of (in)congruence between autonomy expectation and perceived autonomy on proactive behaviour, and the moderating role of humble leadership in this relationship among Chinese public employees.
Design/methodology/approach
Data were collected from a two-wave survey, and the research model was tested using polynomial regression and response surface methodology.
Findings
Results suggested that employees' proactive behaviour will be highest when autonomy congruence was achieved, while autonomy incongruence led to different levels of proactive behaviour based on the specific situations. Furthermore, the moderating effect of humble leadership was proved such that it accentuated the positive influence of autonomy congruence on proactive behaviour.
Practical implications
Managers should be fully aware of the benefits and importance of person-job fit and strive to reduce autonomy incongruence. Meanwhile, humble leadership should be considered in the context of granting autonomy to boost proactivity.
Originality/value
This paper re-emphasises the importance of autonomy by utilising a congruence perspective to understand the effects of autonomy on proactive behaviour. Meanwhile, it incorporates an important boundary condition, humble leadership, on the effects of autonomy congruence and thus offers a more nuanced understanding. Further, this paper not only highlights the significance of underexplored concepts among public employees, but also extends autonomy (in)congruence study to a new context and culture.
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Drawing on conservation of resources theory, this study aims to develop and test a model of moderated mediation in the relationship between job autonomy and employee life…
Abstract
Purpose
Drawing on conservation of resources theory, this study aims to develop and test a model of moderated mediation in the relationship between job autonomy and employee life satisfaction, focusing on the mediating role of work–family enrichment (WFE) and the moderating role of segmentation preference.
Design/methodology/approach
Using a time-lagged research design, data were collected from 314 employees representing various organisations in Vietnam. The PROCESS macro in SPSS 20.0 was used to analyse the relationships.
Findings
The results indicate a positive relationship between job autonomy and employees’ life satisfaction, mediated by WFE. Additionally, the indirect effect of job autonomy on life satisfaction via WFE was weaker when employees preferred high work–family segmentation.
Practical implications
The study suggests that organisations can enhance employee life satisfaction by increasing job autonomy and promoting WFE. Organisations can establish a more supportive and engaging work environment that promotes well-being by tailoring these interventions to suit employees’ segmentation preferences.
Originality/value
This study contributes to the literature by shedding light on how organisational factors influence employee life satisfaction. It provides the first empirical evidence of a relationship between job autonomy and life satisfaction. It also explores the potential mediation effect of WFE and the moderating effect of segmentation preference.
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