Psychological contract and knowledge sharing

2016 ◽  
Vol 21 (1) ◽  
pp. 2-19 ◽  
Author(s):  
Tuan Trong Luu
Keyword(s):  
Knowledge Sharing ◽  
Psychological Contract ◽  
Sustainable Growth ◽  
Research Purpose ◽  
Content Type ◽  
Research Results ◽  
Theatre Companies ◽  
The Relationship ◽  
Cai Luong

Purpose – The survival and sustainable growth of Cai Luong (Renovated Theatre) theatre companies as well as Cai Luong theatrical art in Vietnam necessitate the sharing of acting and singing skills between generations of actors. The purpose of this paper is to investigate the role of theatre members’ perception of psychological contract in predicting their sharing of knowledge. Another research purpose is to assess if corporate social responsibility (CSR) of theatre companies can activate the effect chain through psychological contract to knowledge sharing. The last research purpose sheds light on the moderating role of entrepreneurial orientation (EO) for the relationship between psychological contract and knowledge sharing among members of Cai Luong theatre companies in Vietnam setting. Design/methodology/approach – Cross-sectional data for SEM-based analysis was collated from 226 respondents of Cai Luong theatre companies in Vietnam. Findings – Research results unveil the predicting role that CSR played on the relationship between psychological contract and knowledge sharing among members in Cai Luong theatre companies. This relationship was also found to be moderated by EO. Originality/value – Research results extend knowledge management literature through the inclusion of CSR and psychological contract as antecedents of knowledge sharing.

From corporate social responsibility, through entrepreneurial orientation, to knowledge sharing

2015 ◽  
Vol 22 (2) ◽  
pp. 74-92 ◽  
Author(s):  
Luu Trong Tuan
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Knowledge Sharing ◽  
Entrepreneurial Orientation ◽  
Content Type ◽  
Theatre Companies ◽  
Research Findings ◽  
Corporate Social ◽  
Cai Luong

Purpose – This paper aims to examine the role of antecedents such as corporate social responsibility (CSR) and entrepreneurial orientation in the chain effect to knowledge sharing among members of Cai Luong theatre companies in the Vietnamese context. Knowledge sharing contributes to the depth of the knowledge pool of both the individuals and the organization. Design/methodology/approach – The relationships among the constructs in the research model were established through structural equation modelling (SEM)-based analysis of cross-sectional data from 226 respondents of Cai Luong theatre companies in Vietnam. Findings – From research findings emerged the empirical proof for the positive effect of CSR on entrepreneurial orientation, which, in turn, contributes to the sharing of knowledge among theatre members. Originality/value – Research findings increase the breadth of knowledge management literature through the role of CSR and entrepreneurial orientation as activators of knowledge sharing.

Encouraging client’s knowledge sharing in enterprise system post-implementation through psychological contract and entrepreneurial orientation

2019 ◽  
Vol 33 (2) ◽  
pp. 689-709
Author(s):  
Zhao Cai ◽  
Hefu Liu ◽  
Qian Huang ◽  
Yue Kang ◽  
Liang Liang
Keyword(s):  
Knowledge Sharing ◽  
Psychological Contract ◽  
Entrepreneurial Orientation ◽  
Enterprise System ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Psychological Contract Fulfillment ◽  
The Relationship ◽  
Sharing Behavior

Purpose The purpose of this paper is to discuss the relationship between psychological contract and knowledge sharing behavior in the enterprise system (ES) post-implementation stage. The fulfillment and obligation of psychological contract are proposed as antecedents of knowledge sharing behavior performed by client firms. Additionally, entrepreneurial orientation (EO) is considered a moderator in the relationship between psychological contract and knowledge sharing. Design/methodology/approach This study adopted the questionnaire survey to collect data from 132 client firms of a focal ES provider in the garment industry of China. Hierarchical regression analysis was used for data analysis. Findings Psychological contract fulfillment is negatively related to knowledge sharing, whereas the positive role of psychological contract obligation is supported. EOstrengthens the role of both psychological contract fulfillment and obligation in shaping knowledge sharing behavior of client firms. Originality/value This study adopts forward- and backward-looking approaches in decision making as a theoretical lens to investigate how to improve client firms’ knowledge sharing behavior through psychological contract. By figuring out the roles of psychological contract and EO in influencing knowledge sharing, this research benefits both vendor and client firms in maintaining sustainable collaboration and continuous improvement of ES projects.

Leader-member exchange and employee creativity

2018 ◽  
Vol 39 (3) ◽  
pp. 419-435 ◽  
Author(s):  
Shu-Hsien Liao ◽  
Chih-Chiang Chen
Keyword(s):  
Knowledge Sharing ◽  
Psychological Contract ◽  
Equation Model ◽  
Employee Creativity ◽  
Negative Effects ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
The Relationship

Purpose The purpose of this paper is to test the mediating role of LMX in the relationship between knowledge sharing and employee creativity and the extent to which this mediating role is moderated by transactional psychological contract. Design/methodology/approach A total of 286 employees working at the theme park in Taiwan and then analyzed using a structuring equation model with SPSS 12.0, LISREL 8.8 and SPSS PROCESS. Findings Results suggested that LMX mediated the relationship between knowledge sharing and employee creativity. Also, results suggested that transactional psychological contract moderated this mediating pathway: low transactional psychological contract increases the mediating role of LMX. Furthermore, the study showed that LMX can buffer the negative effects of transactional psychological contract on employee creative performance. Originality/value The originality of this study is to explore whether there is a moderated mediation model relationship among research variables and contributed to the LMX literature because there are few studies to discuss how knowledge sharing might stimulate creative outcome through LMX.

Knowledge management, workplace climate, creativity and performance

2018 ◽  
Vol 30 (8) ◽  
pp. 592-612 ◽  
Author(s):  
Amro Alzghoul ◽  
Hamzah Elrehail ◽  
Okechukwu Lawrence Emeagwali ◽  
Mohammad K. AlShboul
Keyword(s):  
Job Performance ◽  
Knowledge Sharing ◽  
Authentic Leadership ◽  
Equation Modeling ◽  
Workplace Climate ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Purpose This study aims at providing empirical evidence pertaining to the interaction among authentic leadership, workplace harmony, worker's creativity and performance in the context of telecommunication sector. These research streams remain important issues and of interest as the world continues to migrate toward a knowledge-based economy. Design/methodology/approach Applying structural equation modeling, this study diagnosed the impact of Authentic leadership (AL) on employees (n = 345) in two Jordanian telecommunication firms, specifically, how it shapes workplace climate, creativity and job performance. The study also tests the moderating role of knowledge sharing in the model, as well as the mediating role of workplace climate on the relationship between AL and positive organizational outcomes. Findings The empirical result suggests that AL positively influences workplace climate, creativity and job performance; workplace climate positively influences creativity and job performance; workplace climate mediates the relationship between AL and creativity, and job performance; and knowledge sharing behavior moderates the relationship between AL and workplace climate. Originality/value This study highlights the magnificent power of AL and knowledge sharing, not only in shaping the workplace atmosphere but also in delineating how these variables stimulate creativity and performance among employees. The implications for research and practice are discussed.

The impacts of high-commitment HRM practices on exploitative and exploratory innovation: the mediating role of knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Son Thanh Than ◽  
Phong Ba Le ◽  
Thanh Trung Le
Keyword(s):  
Knowledge Sharing ◽  
Equation Modeling ◽  
Innovation Capability ◽  
Content Type ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship ◽  
Exploratory Innovation

Purpose The purpose of this paper is to investigate the mediating roles of knowledge sharing behaviors (knowledge collecting and donating) in linking the relationship between high-commitment human resource management (HRM)practices and specific aspects of innovation capability, namely, exploitative and exploratory innovation. Design/methodology/approach The paper is based on quantitative approach and structural equation modeling to examine the correlation among the latent constructs based on the survey data collected from 281 participants in 95 Chinese firms. Findings The findings of this study support the mediating role of knowledge sharing (KS) behaviors in the relationship between HRM practices and aspects of innovation capability. It highlights the important role of knowledge donating and indicates that the effect of knowledge donating is more significant than that of knowledge collecting on exploitative and exploratory innovation. Research limitations/implications Future research should investigate the impact of high-commitment HRM practices on innovation capability under the moderating effects of organizational variables to bring better understanding on the relationship among them. Originality/value The paper significantly contributes to increasing knowledge and insights on the correlation between high-commitment HRM practices and specific forms of innovation. The understanding on mediating role of KS contribute to advancing the body of knowledge of HRM and innovation theory.

Linking transformational leadership and frugal innovation: the mediating role of tacit and explicit knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hui Lei ◽  
Linnan Gui ◽  
Phong Ba Le
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Explicit Knowledge ◽  
Emerging Countries ◽  
Frugal Innovation ◽  
Content Type ◽  
Knowledge Resources ◽  
The Relationship ◽  
Tacit And Explicit Knowledge

Purpose Given the important role of frugal innovation for firms in the developing and emerging countries, the purpose of this paper is to investigate the effect of transformational leadership (TL) on frugal innovation through the mediating roles of tacit and explicit knowledge sharing. Design/methodology/approach The paper used a quantitative research method and structural equation modeling to test the relationship among the latent factors based on a sample of 339 participants from 120 Vietnamese firms. Findings Findings reveal the significant impacts of TL on aspects of frugal innovation, namely, frugal functionality, frugal cost and frugal ecosystem. Moreover, the paper highlights the mediating roles of tacit and explicit knowledge sharing (KS) in the relationship between TL and frugal innovation in terms of frugal functionality and frugal cost. Research limitations/implications To bring a deeper understanding of the benefits and important role of knowledge resources, future research should investigate the potential mediating mechanisms of knowledge management processes in the relationship between specific leadership styles and frugal innovation. Practical implications The paper provides a valuable understanding and novel approach for managers and directors of firms in developing and emerging countries to improve their firms’ frugal innovation capability through leadership practice and knowledge resources. Originality/value This study contributes to bridging research gaps in the literature and advances the insights of how TL directly and indirectly fosters frugal innovation via mediating roles of tacit and explicit KS.

Social capital, employees' well-being and knowledge sharing: does enterprise social networks use matter? Case of Tunisian knowledge-intensive firms

2020 ◽  
Vol 21 (6) ◽  
pp. 1153-1183 ◽  
Author(s):  
Sarra Berraies ◽  
Rym Lajili ◽  
Rached Chtioui
Keyword(s):  
Social Capital ◽  
Social Networks ◽  
Knowledge Sharing ◽  
Well Being ◽  
Content Type ◽  
Mediating Role ◽  
Enterprise Social Networks ◽  
Knowledge Intensive ◽  
The Relationship

PurposeThe objective of this research is to examine the mediating role of employees' well-being in the workplace in the relationship between the dimensions of social capital, namely structural, relational and cognitive social capital and knowledge sharing, as well as the moderating role of enterprise social networks between knowledge sharing and employees' well-being.Design/methodology/approachA quantitative approach was performed within a sample of 168 middle managers working in knowledge-intensive firms in Tunisia. The Partial Least Squares method was used to analyze the data collected.FindingsResults highlight the importance of the dimensions of social capital as a lever for boosting knowledge sharing. It also reveals that employees' well-being plays a mediating role in the link between structural and relational social capital and knowledge sharing. Moreover, findings show that while enterprise social networks use does not moderate the relationship between employees' well-being and knowledge sharing, it has a positive and significant effect on knowledge sharing.Originality/valueOn the basis of a socio-technical perspective of knowledge management, this research pioneers the examination of the mediating effect of employees' well-being in the link between dimensions of social capital and knowledge sharing and the moderating role of enterprise social networks use within knowledge-intensive firms. Findings of this study may help managers of knowledge-intensive firms in boosting knowledge sharing within organizations, in improving knowledge workers' well-being and thus in motivating and retaining these talented employees.

The relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change

2017 ◽  
Vol 30 (4) ◽  
pp. 610-631 ◽  
Author(s):  
Parul Malik ◽  
Pooja Garg
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Affective Commitment ◽  
Learning Culture ◽  
Mediating Effect ◽  
Commitment To Change ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to empirically investigate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Also, the paper examines the mediating effect of employee resilience on the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Design/methodology/approach The sample comprised of responses from 510 employees’ working in information technology companies based in India. Confirmatory factor analysis was employed to analyse the proposed measurement model and structural equation modelling was used to test the study hypotheses. Additionally, the study utilized mediation analyses proposed by Preacher and Hayes (2004) to investigate the mediating role of employee resilience. Findings The results show significant relationship between the study variables. Employee resilience was found to partially mediate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Practical implications Examining the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and employee resilience can have significant implications for organizations. The proposed study framework can be utilized by the researchers and human resource practitioners to frame organizational practices and interventions to develop a pool of resilient and change committed workforce. Originality/value First, the general understanding of the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change is scant in literature. Second, the study extends the previous research by investigating the mediating role of employee resilience between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.

The effect of workplace ostracism on knowledge sharing: the mediating role of organization-based self-esteem and organizational silence

2020 ◽  
Vol 32 (6) ◽  
pp. 417-435 ◽  
Author(s):  
Mina Takhsha ◽  
Negar Barahimi ◽  
Arash Adelpanah ◽  
Reza Salehzadeh
Keyword(s):  
Knowledge Sharing ◽  
Self Esteem ◽  
Equation Modeling ◽  
Statistical Population ◽  
Content Type ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
Organizational Silence ◽  
The Relationship

Purpose This study aims to evaluate the effect of workplace ostracism on organization-based self-esteem (OBSE), organizational silence and knowledge sharing. Design/methodology/approach The statistical population of this research includes the employees of University of Isfahan in Iran. The structural equation modeling method is used to analyze the data and the conceptual model using 130 participants. Findings The empirical results suggest that ostracism and organizational silence influence knowledge sharing, negatively. Ostracism influences organizational silence, positively; and ostracism influences OBSE, negatively. Furthermore, organization-based self-esteem influences knowledge sharing, positively. In addition, the indirect relationship from ostracism to knowledge sharing through organizational silence was confirmed; however, the mediating role of OBSE in the relationship between workplace ostracism and knowledge sharing was not confirmed. Originality/value This research is among the first to evaluate the relationship between workplace ostracism, knowledge sharing, organizational silence and OBSE simultaneously.

scholarly journals Knowledge sharing and affective commitment: the mediating role of psychological ownership

2015 ◽  
Vol 19 (6) ◽  
pp. 1146-1166 ◽  
Author(s):  
Jian Li ◽  
Ling Yuan ◽  
Lutao Ning ◽  
Jason Li-Ying
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Affective Commitment ◽  
Negative Impact ◽  
Common Knowledge ◽  
Psychological Ownership ◽  
Content Type ◽  
High Technology Firms ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the meditating role of psychological ownership which includes both organisation-based psychological ownership (OPO) and knowledge-based psychological ownership (KPO) on the relationship between affective commitment and knowledge sharing. Design/methodology/approach – This paper is an empirical study based on structural equation modelling, with a sample of 293 employees from 31 high-technology firms in China. Findings – The result indicated that affective commitment had a significant positive effect on OPO but no effect on KPO; OPO was positively related to both common and key knowledge sharing, while KPO exerted a negative impact on both; common knowledge sharing was positively related to key knowledge sharing; the relationship between affective commitment and key knowledge sharing was multi-mediated by OPO and common knowledge sharing. Originality/value – OPO and KPO play an essential role in transferring the effect of employees’ affective commitment to common knowledge sharing and key knowledge sharing, which unravels the blackbox of how effective commitment affects knowledge sharing.

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