The roles of learning orientation: structural determinants for improving knowledge sharing with committed and satisfied employees

2020 ◽  
Vol 53 (1) ◽  
pp. 60-76
Author(s):  
Yun Jeong Ro ◽  
Myunghyun Yoo ◽  
Yohan Koo ◽  
Ji Hoon Song
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Service Industry ◽  
Mediating Effect ◽  
Learning Orientation ◽  
Content Type ◽  
Retail Service ◽  
Key Factor ◽  
Practical Implications

Purpose The purpose of this paper is to examine the relationships between several perceptional and behavioral determinants of employees’ knowledge sharing. Based on the conceptual model of the current research, individuals’ learning orientation was theorized as playing a mediating role in the influences of employees’ satisfaction and organizational commitment on knowledge sharing in the Korean retail service industry. Design/methodology/approach To analyze variable relationships, a total of 868 cases, collected from the Korean retail service industry, were used. Structural equation modeling was used for analyzing structural influential relationships among the variables. Findings One of the most important findings is that learning orientation is the key factor influencing knowledge sharing. More specifically, the analysis demonstrated that job satisfaction and organizational commitment have a significant influence on knowledge sharing only through learning orientation in terms of its mediating effect. In other words, learning orientation is a facilitator enhancing knowledge sharing through motivation and intention. The findings of this study have theoretical implications. In addition, an individual’s job satisfaction and organizational commitment could lead to a more active learning orientation and eventually could enhance knowledge-sharing activities. Practical implications The findings show that learning orientation is the key factor influencing knowledge sharing. In other words, learning orientation is a facilitator enhancing knowledge sharing through motivation and intention. These findings provide practical implications for practitioners who attempt to promote knowledge sharing among employees. Originality/value Most studies have considered the variables of job satisfaction and employee commitment as outcome variables. However, in the research, this paper founds that satisfied and committed employees could be the most critical influencers for organization performance and knowledge improvement.

Does organizational justice affect turnover-intention in a developing country? The mediating role of job satisfaction and organizational commitment

2017 ◽  
Vol 36 (9) ◽  
pp. 1137-1148 ◽  
Author(s):  
Taghrid S. Suifan ◽  
Hannah Diab ◽  
Ayman Bahjat Abdallah
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Developing Country ◽  
Turnover Intention ◽  
Mediating Effect ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effect of organizational justice on turnover-intention via the mediating influences of organizational commitment and job satisfaction. In addition, the study aims at incorporating all four facets of organizational justice (procedural, distributive, interpersonal and informational) in an attempt to test the model in a developing country context. Design/methodology/approach The study targeted employees in the airline industry working for airline companies currently operating in Jordan. A count of 323 questionnaires were directly distributed and completed and returned by employees yielding a response rate of 81 percent. Multiple regression analysis was used to test the hypotheses. Findings The results led to the acceptance of all hypotheses. Most importantly, it was confirmed that both organizational commitment and job satisfaction had a mediating effect on the relationship between organizational justice and turnover-intention. While job satisfaction fully mediated the relationship, organizational commitment only had a partially mediating effect. Originality/value The study took a step beyond the simple linear models typically used in the literature by proposing a more complex one that investigated the mediating role of job satisfaction and organizational commitment. Moreover, the researchers applied this model to a developing country setting in order to bridge the research gap.

From “personal” to “interpersonal”: a multilevel approach to uncovering the relationship between job satisfaction and knowledge sharing among IT professionals

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yang Lei ◽  
Qiang Zhou ◽  
Jifan Ren ◽  
Xiling Cui
Keyword(s):  
Job Satisfaction ◽  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Attribution Theory ◽  
Mediating Effect ◽  
Information Technology Professionals ◽  
Linear Modeling ◽  
Paired Data ◽  
Content Type ◽  
The Relationship

Purpose This study aims to examine how job satisfaction (JS) affects two types of knowledge sharing (KS), in-role KS and extra-role KS. It also investigates the mediating effect of knowledge sharing self-efficacy (KSSE) and the moderating effect of team collaborative culture (TCC) between JS and two types of KS. Design/methodology/approach This study applies attribution theory to develop a cross-level model and validate it through paired data collected from 322 information technology professionals nested within 80 teams. Hierarchical linear modeling is used to test the hypotheses. Findings JS positively influences in-role and extra-role KS via KSSE and TCC positively moderates the relationship between JS and extra-role KS. Originality/value This study is one of the first to investigate the mechanism underlying the influence of JS on two types of KS. It also identifies the mediating and moderating effects of this mechanism.

An empirical investigation on TQM practices and knowledge sharing mediation in software industry

2017 ◽  
Vol 29 (5) ◽  
pp. 725-743 ◽  
Author(s):  
Anam Iqbal ◽  
Muhammad Asrar-ul-Haq
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Employee Performance ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Total Quality ◽  
Content Type ◽  
Business Excellence ◽  
Key Factor ◽  
Core Elements

Purpose The adequate culture of knowledge sharing in organizations is considered a key factor for improving the employees’ performance. Along with knowledge sharing, total quality management (TQM) practices are the ways to achieve business excellence. The purpose of this paper is to explore the mediating effect of knowledge sharing on the relationship between TQM practices and employees’ performance. Design/methodology/approach The quantitative study has been carried out in software houses of Pakistan. Data were collected from 340 employees using survey questionnaires from software houses of Pakistan and is analyzed through structural equation modeling technique using SPSS 22.0 and SmartPLS 2.0. Findings The results reveal that knowledge sharing partially mediates between TQM practices and employee performance. Furthermore, the results indicate that the TQM practices should be implemented holistically rather than individually. Research limitations/implications The generalization of the results is limited as the sample size is relatively small and represents software houses of only four regions in Pakistan. Moreover, the study findings were only based on software houses. So, these should be applied to other sectors with caution. Originality/value This study complements the previous researches and seeks to extend literature that how the core elements of knowledge sharing mediate between TQM practices and employees’ performance especially, in developing countries like Pakistan.

Impacts of organizational knowledge sharing practices on employees’ job satisfaction

2018 ◽  
Vol 30 (1) ◽  
pp. 2-17 ◽  
Author(s):  
Muhammad Shaukat Malik ◽  
Maria Kanwal
Keyword(s):  
Job Satisfaction ◽  
Knowledge Sharing ◽  
Organizational Support ◽  
Organizational Knowledge ◽  
Mediating Effect ◽  
Decision Makers ◽  
Employee Outcomes ◽  
Composite Effect ◽  
Content Type ◽  
Interpersonal Adaptability

Purpose The purpose of this paper is to investigate empirically impacts of organizational knowledge-sharing practices (KSP) on employees’ job satisfaction (JS), interpersonal adaptability (IA) and learning commitment (LC). Indirect effects of KSP on JS are also confirmed through mediating factors (LC and IA). Design/methodology/approach Self-administered questionnaire was used for data collection. Knowledge workers from service sector organizations were taken as population of study. Therefore, three types of institutes (banks, insurance and telecom companies) from services sector of Pakistan were selected for sampling purpose. A sample size of 435 employees, comprising 145 employees from each type of institute, was selected. Linear regression analysis and mediation analyses were performed for statistical analysis. Findings Organizational support for knowledge sharing fosters learning commitment (LC), and interpersonal adaptability (IA) among workforce that ultimately grounds employees’ job satisfaction. Therefore, in our findings, the mediating role of IA is greater than the mediating effect of LC. Research limitations/implications This study presents a firm reasoning to decision makers for implementation of KSP in the organizations. Findings of study offer several subjects for discussion in the field of KS by academics and research. Present research is limited to test the composite effect of KSP for some selected employee outcomes only. Originality/value This research attempts to provide empirical evidence about impacts of KSP on employee outcomes. Research work on such issues was lacking in Pakistani context. Therefore, this paper supplies ample of theoretical base for future research as well as management decision makers to maximize the benefits of implementing KSP at their organizations.

The effect of OCB in relationship between personality, organizational commitment and job satisfaction on performance

2017 ◽  
Vol 36 (10) ◽  
pp. 1283-1293 ◽  
Author(s):  
Sri Indarti ◽  
Solimun ◽  
Adji Achmad Rinaldo Fernandes ◽  
Wardhani Hakim
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Empirical Literature ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type

Purpose The purpose of this paper is to know whether organizational citizenship behavior mediates the effects of personality, organizational commitment, and job satisfaction. Design/methodology/approach This research was conducted in the city of Makassar with the entire population being lecturer with the status from a permanent lecturer foundation. By using the Slovin formula, a sample of 295 respondents was obtained. Structural equation modeling (SEM) was used as an inferential statistical analysis technique to test the hypothesis of the research. Findings The results of the study found the mediating effect (indirect effect) of variable organizational citizenship behavior was found in between personality, organizational commitment and job satisfaction on performance, which thus indicates that the higher the personality, organizational commitment and job satisfaction the higher the performance, and if mediated, organizational citizenship behavior is also higher. Originality/value Organizational citizenship behavior research has been conducted on student classroom and career success. Additionally, organizational citizenship behavior has been researched for a critical review of the theoretical and empirical literature, which has provided suggestions for future research. Thereby, on paper originality the variables shown to be used are personality, organization commitment, job satisfaction, organizational citizenship behavior, and performance. Furthermore, the method used in this research is the SEM. The investigation was performed at two private colleges in Indonesian Muslim University and Muhammadiyah University Makassar, South Sulawesi, Indonesia, where no studies were conducted on the same topic previously.

Job satisfaction as a form of organizational commitment at the military strategic level

2017 ◽  
Vol 25 (2) ◽  
pp. 312-326 ◽  
Author(s):  
Aida Alvinius ◽  
Eva Johansson ◽  
Gerry Larsson
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Theoretical Model ◽  
Continuous Process ◽  
Small Sample ◽  
Theory Approach ◽  
Military Leaders ◽  
Content Type ◽  
High Level ◽  
Practical Implications

Purpose It has been claimed that job satisfaction is the most important and frequently studied attitude in organizational behaviour research. However, as most studies relate to lower hierarchical levels, the purpose of this paper is to gain a deeper understanding of job satisfaction and organizational commitment among high-level managers – military leaders in this case. Design/methodology/approach A grounded theory approach was used. The empirical material is based on 12 interviews, two of which were with women. The informants had wide experience of a number of leadership positions as well as participation in international operations. Their ranks ranged from Colonel to Brigadier General, and they represented army and naval units, the Armed Forces Headquarters and Swedish Defence University. Findings The qualitative analysis resulted in a theoretical model that describes the job satisfaction of military leaders at the strategic level, which concerns establishing and balancing organizational commitment. This means that top level managers develop, manage and recreate a “sense of oneness” between themselves and the organization – a strong identification that is established, challenged, changed and renegotiated in a continuous process. Establishing and balancing organizational commitment is built on two overarching categories: keeping up the organizational image and responding to organizational greediness. Research limitations/implications Research limitations are as follows: small sample, lack of representativeness and lack of elaboration on possible gender-related aspects. Practical implications The suggested model may be valuable in educational settings when evaluating the job satisfaction and organizational commitment of high-level officers. The model may have practical implications when it comes to selection, retention and leader development of high-level military officers. Originality/value A new integrative, theoretical model of job satisfaction and organizational commitment of high-level officers is developed and discussed.

Sustaining work outcomes through human capital sustainability leadership: knowledge sharing behaviour as an underlining mechanism

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Syed Haider Khalil ◽  
Syed Mohsin Ali Shah ◽  
Syed Majid Khalil
Keyword(s):  
Job Satisfaction ◽  
Human Capital ◽  
Knowledge Sharing ◽  
Mediating Effect ◽  
Structure Equation ◽  
Work Outcomes ◽  
Content Type ◽  
Equation Modelling ◽  
Sustainability Leadership ◽  
Structure Equation Modelling

PurposeThe current study aimed to investigate how perceived human capital sustainability leadership (HCSL) affects work outcomes (i.e. work engagement and job satisfaction), specifically through the mediating role of knowledge sharing behaviour in the hospitality industry. Building on social exchange theory and conservation of resources theory, the authors propose that knowledge sharing behaviour is an attempt to share and expand an individual's resources, which in return motivates employees during work. Furthermore, through the mediating effect of knowledge sharing behaviour, the authors attempt to provide empirical evidence for organisational actions and employees’ reciprocating actions, therefore, triggering positive contribution.Design/methodology/approachThe authors methodologically employed structure equation modelling for the analysis which includes reflective–formative higher-order construct (HOC) (i.e. HCSL). The authors tested the hypotheses with partial least square structure equation modelling (PLS-SEM) from a sample of 382 hotel employees who were selected through purposive sampling.FindingsThis study’s findings suggest that the employee engagement and job satisfaction regresses on HCSL and knowledge sharing behaviour. The study’s analysis also suggests that the relationships between the HCSL and work outcomes are mediated by knowledge sharing behaviour.Originality/valueThis study contributes to the sustainability leadership literature by looking into the integrated model of sustainable leadership from its four dimensions (i.e. sustainability leadership, ethical leadership, mindful leadership and servant leadership) and its consequences for work outcomes. Furthermore, the authors examined how knowledge sharing behaviour, being an underlining mechanism, affects these relationships, thus having implications for academia and practitioners.

Influence mechanism of job satisfaction and positive affect on knowledge sharing among project members

2019 ◽  
Vol 27 (1) ◽  
pp. 245-269 ◽  
Author(s):  
Linhua Sang ◽  
Dongchun Xia ◽  
Guodong Ni ◽  
Qingbin Cui ◽  
Jianping Wang ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Project Management ◽  
Organizational Commitment ◽  
Positive Affect ◽  
Knowledge Sharing ◽  
Time Interval ◽  
Content Type ◽  
Chinese Context ◽  
Influence Mechanism ◽  
Project Management Organizations

Purpose The purpose of this paper is to explore the influence mechanism of job satisfaction and positive affect on knowledge sharing among project members in Chinese construction industry, and test the moderating role of organizational commitment between them in order to find a new approach from the perspective of psychology to improve the knowledge sharing performance within project management organizations in China constantly. Design/methodology/approach An empirical study was used based on confirmatory factor analysis and hierarchical regression analysis with a sample of 540 project members from 80 project management organizations in China. Findings Research results showed that job satisfaction and positive affect of project members both have a significant positive impact on knowledge sharing; organizational commitment could moderate the influence of job satisfaction and positive affect on knowledge sharing among project members partially within the Chinese context. Research limitations/implications A questionnaire study from China only represents the relationship and regular pattern within a shorter time interval in the Chinese context. It is necessary to continue to implement a longitudinal study in a relatively long period in future research. Practical implications Knowledge sharing among project members can be enhanced through improving job satisfaction and positive affect, and strengthening project members’ organizational commitment can amplify the influence effect of job satisfaction and positive affect on knowledge sharing. Originality/value This paper clarifies the direct influence mechanism of project members’ job satisfaction and positive affect on explicit knowledge sharing (EKS) and tacit knowledge sharing (TKS), and further tests the partial moderating effect of organizational commitment on the influence relationship of job satisfaction and positive affect on EKS and TKS.

Graduates’ expectation gap: the role of employers and Higher Learning Institutes

2015 ◽  
Vol 7 (2) ◽  
pp. 372-384 ◽  
Author(s):  
Talat Islam ◽  
Ishfaq Ahmed ◽  
Zainab Khalifah ◽  
Misbah Sadiq ◽  
Muhammad Asim Faheem
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Work Environment ◽  
Higher Learning ◽  
Leadership Communication ◽  
Content Type ◽  
Expectation Gap ◽  
The Difference ◽  
Practical Implications

Purpose – The purpose of this paper is to examine the difference between fresh graduates’ expectations and actual experiences regarding work environment. Design/methodology/approach – A questionnaire-based survey was employed on 170 Malaysian fresh graduates. They were evaluated on the basis of their expectations and actual experiences which enabled the researcher to determine gaps. Findings – Using paired sample t-test it was found that there exist gaps regarding what fresh graduates expect and their actual experience regarding work environment. Leadership communication and decision making were found to be significantly related with job satisfaction whereas leadership was found to be related with organizational commitment. Research limitations/implications – The study used a selected sample from Malaysian graduates, the results might be different if samples are taken from a geographically different area. Practical implications – The study has implications for fresh graduates, employers and higher learning organization. Originality/value – Limited studies have examined fresh graduates regarding what they were expecting and actually experienced in the workplace. Moreover, the study also identifies how these gaps influence graduates’ job satisfaction and organizational commitment.

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