How and when intragroup relationship conflict leads to knowledge hiding: the roles of envy and trait competitiveness

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
He Peng ◽  
Chris Bell ◽  
Yiran Li
Keyword(s):  
Regression Analysis ◽  
Design Methodology ◽  
Organizational Innovation ◽  
Underlying Mechanism ◽  
Relationship Conflict ◽  
Hierarchical Regression ◽  
The Novel ◽  
Content Type ◽  
Trait Competitiveness ◽  
Knowledge Hiding

Purpose Although studies have demonstrated that knowledge hiding is an important inhibitor of organizational innovation, current research does not clearly address how intragroup relationship conflict influences knowledge hiding. This study aims to identify the underlying mechanism between intra-group relationship conflict and knowledge hiding. Design/methodology/approach Drawing on affective events theory (AET), the authors propose a theoretical model and empirically test it by applying hierarchical regression analysis and a bootstrapping approach to data from a multi-wave survey of 224 employees in China. Findings Consistent with AET, the empirical results show that envy mediates perceived intragroup relationship conflict and knowledge hiding. As predicted, trait competitiveness moderates the indirect effect of perceived intragroup relationship conflict on knowledge hiding via envy. Originality/value The results support an AET perspective whereby knowledge hiding is shaped by relationship conflict, envy and trait competitiveness. This study introduces the novel proposition that relationship conflict and competitiveness influence envy, and consequently knowledge hiding.

Ambidextrous leadership and organizational innovation: the importance of knowledge search and strategic flexibility

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ruiqian Jia ◽  
Wenan Hu ◽  
Shuwen LI
Keyword(s):  
Design Methodology ◽  
Organizational Innovation ◽  
Mainland China ◽  
Hierarchical Regression ◽  
Strategic Flexibility ◽  
Content Type ◽  
Final Sample ◽  
Knowledge Search ◽  
The Relationship ◽  
Ambidextrous Leadership

Purpose The purpose of this study is to examine the potential process through which leadership exerts impacts on organizational innovation. A thorough analysis was conducted by highlighting the contribution of ambidextrous leadership to organizational innovation. Design/methodology/approach Data were collected from companies located in mainland China. A total of 200 cases were included in the final sample. Hierarchical regression analysis was adopted to test the hypotheses in this study. Findings The results showed that exploitation knowledge search and exploration knowledge search partly mediated the relationship between ambidextrous leadership and organizational innovation, respectively. Strategic flexibility could positively moderate the relationship between exploitation knowledge search and organizational innovation and had no significant impacts on moderating the relationship between exploration knowledge search and organizational innovation. Research limitations/implications In this study, not only were managers provided with a sophisticated understanding of how and when ambidextrous leadership could influence organizational innovation but also concrete strategies were given for enhancing organizational innovation. Originality/value In this study, the interaction among ambidextrous leadership, knowledge search and organizational innovation were elucidated and the moderating impacts of strategic flexibility on the relationship between knowledge search and organizational innovation were explored. The findings of this study enriched the literature on leadership, knowledge management and innovation.

Job autonomy and knowledge hiding: the moderating roles of leader reward omission and person–supervisor fit

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qiuping Peng ◽  
Xi Zhong ◽  
Shanshi Liu ◽  
Huaikang Zhou ◽  
Nannan Ke
Keyword(s):  
Design Methodology ◽  
Negative Relationship ◽  
Hierarchical Regression ◽  
Job Autonomy ◽  
Content Type ◽  
Knowledge Hiding ◽  
The Impact ◽  
The Relationship ◽  
Work Goals ◽  
Practical Implications

PurposeIn this paper, the moderating roles of leader reward omission and person–supervisor fit in the relationship between job autonomy and knowledge hiding are investigated.Design/methodology/approachUsing a sample of 248 employees in a two-wave survey, we performed a hierarchical regression analysis to test the hypotheses.FindingsThe results revealed that employees with high job autonomy were less likely to engage in knowledge hiding. Moreover, when employees experienced leader reward omission, the negative relationship between job autonomy and knowledge hiding was weakened, and this interesting effect varied by person–supervisor fit.Research limitations/implicationsThis study does not explore the mediating mechanism by which job autonomy affects employee knowledge hiding. Moreover, as this research was conducted in a Chinese context, the generalizability of our findings is unclear.Practical implicationsThis research has fulfilled its practical aims by providing advice on knowledge-relevant job characteristic factors that can be used to stage interventions regarding the provision of autonomy in jobs, and by carefully considering how to create interdependence between jobs without pushing people to engage in knowledge-hiding behaviors. Furthermore, it is important for leaders to help employees identify work goals and directions and not engage in reward omission.Originality/valueThis study contributes to theoretical advancements in the field of knowledge hiding by revealing boundary conditions that mitigate or enhance the impact of job autonomy on knowledge hiding.

What determines the adoption of employee empowerment practices by MNE subsidiaries in China?

2020 ◽  
Vol 14 (4) ◽  
pp. 871-894
Author(s):  
Yishuai Yin
Keyword(s):  
Multinational Enterprises ◽  
Design Methodology ◽  
Large Body ◽  
Employee Empowerment ◽  
Institutional Factors ◽  
Hierarchical Regression ◽  
Content Type ◽  
Hrm Practices ◽  
Institutional Forces ◽  
Mne Subsidiaries

Purpose This paper aims to explore how institutional factors determine the adoption of employee empowerment practices by multinational enterprises (MNEs) subsidiaries in China. Design/methodology/approach This paper examines the effects of MNE subsidiaries’ external and internal institutional factors on the degree of employee empowerment practices adopted by these subsidiaries. Using hierarchical regression analysis, hypotheses were tested with a sample of 99 MNE subsidiaries operating in China. Findings The results show that both the informal institutions of the host country and the subsidiary’s characteristics play an important role in shaping the degree of empowerment practices adopted by MNE subsidiaries in China. Originality/value Employee empowerment practices have been increasingly used by MNEs to leverage human resources for organizational competitive advantage. Although a large body of work has studied a bundle of HRM practices as a whole adopted in MNE subsidiaries, there is a paucity of research on the specific empowerment practices in MNE subsidiaries. This research fills this important gap in the literature by investigating the institutional forces that influence the empowerment practices in MNE subsidiaries in China.

Survey on the dissemination of Web-based information on “evacuation and sheltering” in the context of COVID-19 by the Japanese Government

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hiroaki Sano ◽  
Yohei Chiba ◽  
Sachiko Maeda ◽  
Chiharu Ikeda ◽  
Nobuyuki Handa ◽  
...  
Keyword(s):  
Design Methodology ◽  
Information Dissemination ◽  
Central Government ◽  
Health Centers ◽  
The Novel ◽  
Web Based ◽  
Content Type ◽  
Administrative Agencies ◽  
Novel Coronavirus ◽  
Actual Response

Purpose This study examines the websites of central government ministries, prefectures and municipalities to obtain a comprehensive bird’s-eye view of how they are preparing for natural disasters in the context of the novel coronavirus (COVID-19) outbreak. Design/methodology/approach This study examines the websites of central government ministries, prefectures and municipalities in Japan to survey the actual status of information dissemination on “evacuation and sheltering” in the context of COVID-19. Findings This study found that the central government issued many notices, notifications and administrative communications to prefectures, cities with public health centers and special wards, which were mainly related to opening, securing and operating evacuation centers and improving the environment. It was found that most prefectures disseminated information on both survival and living evacuation and did so from June onward, when the flood season was approaching. Among the municipalities, there were differences in information dissemination tendencies by prefecture, and it became clear that smaller municipalities were especially incapable of fully disseminating information via the Web. Research limitations/implications The data from the prefectures and municipalities surveyed in this study were collected from websites and do not necessarily represent the actual response to disaster-related evacuation in the context of COVID-19 in those areas. To clarify this evacuation, more detailed surveys are needed. Originality/value This study is unique because no research has been conducted on the response of Japanese administrative agencies to disaster-related evacuation in the context of COVID-19; the actual situation was analyzed in this study by examining central government ministries, prefectures and municipalities as administrative agencies and comparing their responses.

Understanding knowledge hiding in the context of virtual workplaces

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Suman Choudhary ◽  
Kirti Mishra
Keyword(s):  
Design Methodology ◽  
Virtual Work ◽  
Theory Approach ◽  
Loss Of Control ◽  
Content Type ◽  
Work Arrangements ◽  
Management Literature ◽  
Knowledge Hiding ◽  
Grounded Theory Approach ◽  
Depth Interviews

Purpose This paper aims to explore the implications of virtual work arrangements on employee knowledge hiding (KH) behaviour and the different strategies of KH used by employees in these arrangements. Design/methodology/approach Following a grounded theory approach to understanding KH, 21 semi-structured in-depth interviews were conducted with employees engaged in virtual working setups. The data collected from these informants were then analysed using qualitative methods. Findings The study revealed that virtual work arrangements increase employee KH behaviour because of three reasons: ease of hiding, digital burnout and loss of control. Further, the study found that rationalized hiding is the most commonly adopted strategy by employees engaged in virtual work arrangements, while inclinations towards evasive hiding strategy decrease in this arrangement. Originality/value This is the first study in knowledge management literature that seeks to explain KH in the virtual work context.

The socio-demographic determinants of workplace loneliness in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mantasha Firoz ◽  
Richa Chaudhary ◽  
Madhu Lata
Keyword(s):  
Regression Analysis ◽  
Marital Status ◽  
Design Methodology ◽  
Demographic Characteristics ◽  
Average Level ◽  
Hypotheses Testing ◽  
Business Organizations ◽  
Organizational Hierarchy ◽  
Content Type ◽  
Service Sectors

PurposeThis study was conducted with two main objectives: (1) to examine the prevalence of workplace loneliness in the Indian manufacturing and service sectors (2) to examine the influence of socio-demographic characteristics (age, gender, marital status, nature of the organization, tenure, number of friends at the workplace, and position in the organizational hierarchy) on the feeling of loneliness in the workplace.Design/methodology/approachData were collected from 934 employees working in manufacturing and service sectors across India. Regression analysis was used for hypotheses testing.FindingsFindings indicated below average level of loneliness in Indian workplace. Significant differences were found in workplace loneliness with respect to age, marital status and number of friends at the workplace. In contrast, gender, nature of organization, position and tenure had no effect on the feeling of workplace loneliness.Originality/valueThis study advances the limited literature on workplace loneliness by identifying its prevalence and socio-demographic determinants in Indian business organizations. It would help HR practitioners in comprehending and dealing with the emerging challenges associated with workplace loneliness.

When and why does a “poker face” facilitate workplace creativity?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Weiyi Chen ◽  
Xinmei Liu ◽  
Xiaojie Zhang
Keyword(s):  
Design Methodology ◽  
Positive Relationship ◽  
Time Pressure ◽  
Hierarchical Regression ◽  
Conservation Of Resources ◽  
Regression Analyses ◽  
Expressive Suppression ◽  
Content Type ◽  
Workplace Creativity

PurposeThe authors investigate when and why a subordinate's expressive suppression facilitates workplace creativity, building on the conservation of resources theory and considering the effect of the supervisor's expressive suppression and time pressure as boundary conditions.Design/methodology/approachMultisource data were collected from 132 teams in northwestern China, including 132 supervisors and 648 subordinates. Hierarchical regression analyses were used to test the effects.FindingsThe subordinate’s expressive suppression was positively related to their workplace creativity. Challenge time pressure was positively related to workplace creativity, and the subordinate’s expressive suppression was positively related to workplace creativity when challenge time pressure was lower and the supervisor's expressive suppression was higher. Hindrance time pressure was negatively related to workplace creativity, and a positive relationship between a subordinate's expressive suppression and workplace creativity was also found with less hindrance time pressure and greater expressive suppression by their supervisor.Originality/valueBy examining the role of the supervisor as a source of downward spillovers in various time pressure contexts, the study explains why a subordinate’s suppression facilitates workplace creativity from the conservation of resources perspective.

Workplace incivility and knowledge hiding behavior: does personality matter?

2018 ◽  
Vol 5 (3) ◽  
pp. 278-288 ◽  
Author(s):  
Rasidah Arshad ◽  
Ida RosnitaI Ismail
Keyword(s):  
Workplace Incivility ◽  
Hierarchical Regression ◽  
Personal Factors ◽  
Content Type ◽  
Realistic Job Preview ◽  
Emotions In The Workplace ◽  
Hiding Behavior ◽  
Knowledge Hiding ◽  
The Relationship ◽  
Personality Disposition

PurposeThe purpose of this paper is to examine the relationship between workplace incivility and knowledge hiding, and role of personality disposition (neuroticism) in moderating such relationships.Design/methodology/approachData were collected from 108 employees nested in 18 teams from private sectors via survey questionnaire. Confirmatory factor analysis and hierarchical regression models were used to test the hypotheses.FindingsThe findings show that the higher the level of workplace incivility experienced by the team members, the higher the tendency for them to hide knowledge and this relationship is moderated by neuroticism. Specifically, the relationship was found to be stronger for those employees high in neuroticism compared to those low in neuroticism.Practical implicationsThe study offers important implication in term of knowledge hiding prevention or reduction. The behavior can be reduced by creating awareness among employees on the importance of civility at work via campaign, realistic job preview and leading by example. To manage the effect of neuroticism, managers need to identify those high in the trait and provide them with training on how to better regulate and manage negative emotions in the workplace.Originality/valueThe study contributes to the research on knowledge hiding behavior by advancing the understanding of organizational and personal factors that can influence knowledge hiding among employees working in team. It is the first to propose and empirically validate the predictive effect of workplace incivility on knowledge hiding. It also addresses the usefulness of examining personality disposition in understanding the relationship between workplace incivility and knowledge hiding behavior.

The presence of academic journals on Twitter and its relationship with dissemination (tweets) and research impact (citations)

2017 ◽  
Vol 69 (6) ◽  
pp. 674-687 ◽  
Author(s):  
Jose Luis Ortega
Keyword(s):  
Regression Analysis ◽  
Design Methodology ◽  
Research Impact ◽  
Research Papers ◽  
Content Type ◽  
Paired Samples ◽  
Dissemination Of Research ◽  
Twitter Account ◽  
The Relationship ◽  
Plum Analytics

Purpose The purpose of this paper is to analyze the relationship between dissemination of research papers on Twitter and its influence on research impact. Design/methodology/approach Four types of journal Twitter accounts (journal, owner, publisher and no Twitter account) were defined to observe differences in the number of tweets and citations. In total, 4,176 articles from 350 journals were extracted from Plum Analytics. This altmetric provider tracks the number of tweets and citations for each paper. Student’s t-test for two-paired samples was used to detect significant differences between each group of journals. Regression analysis was performed to detect which variables may influence the getting of tweets and citations. Findings The results show that journals with their own Twitter account obtain more tweets (46 percent) and citations (34 percent) than journals without a Twitter account. Followers is the variable that attracts more tweets (ß=0.47) and citations (ß=0.28) but the effect is small and the fit is not good for tweets (R2=0.46) and insignificant for citations (R2=0.18). Originality/value This is the first study that tests the performance of research journals on Twitter according to their handles, observing how the dissemination of content in this microblogging network influences the citation of their papers.

How leadership matters in organizational innovation: a perspective of openness

2018 ◽  
Vol 56 (1) ◽  
pp. 6-25 ◽  
Author(s):  
Xiao Jia ◽  
Jin Chen ◽  
Liang Mei ◽  
Qian Wu
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Organizational Innovation ◽  
Innovation Performance ◽  
Hierarchical Regression ◽  
New Paradigm ◽  
Data Set ◽  
Content Type ◽  
Top Managers

Purpose The purpose of this paper is to answer the following two questions: What are the influences of the top managers’ different leadership styles on organizational innovation? What is the mechanism by which the different leaderships exert different effects on organizational innovation? Design/methodology/approach To test the hypothesized model, a data set based on 133 MBA part-time students from Tsinghua University and Zhejiang University in China was built, after interviewing several top managers as a pilot study. With the help of SPSS macro, hierarchical regression and bootstrapping analysis, the paper analyzes the effects of two leadership styles on innovation performance, through the mediation mechanism of openness involving open breadth and open depth. Findings The results indicate that transformational leadership enhances, while transactional leadership reduces, the organizational innovation performance. The openness breadth and openness depth not only mediate the beneficial effect of transformational leadership on innovation, but also mediate the deleterious effect of transactional leadership on innovation. Originality/value This study empirically explores the different functions of transformational leadership and transactional leadership for leading organizational innovation performance. Furthermore, a new form of organization is an open design or strategy that allows more external knowledge and resources to be absorbed, which is claimed as a new paradigm for organization innovation. This study integrates the concepts of breadth of openness and depth of openness on the basis of open innovation literature, as an intermediate mechanism to explain the different effects of the two forms of top managers’ leadership.

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