The effect of team empowerment on team performance

2016 ◽  
Vol 27 (1) ◽  
pp. 62-87 ◽  
Author(s):  
Xueting Jiang ◽  
Hector R. Flores ◽  
Ronrapee Leelawong ◽  
Charles C. Manz
Keyword(s):  
Knowledge Sharing ◽  
Team Performance ◽  
Cultural Context ◽  
Power Distance ◽  
Group Conflict ◽  
Moderating Effects ◽  
Content Type ◽  
Long Run ◽  
Team Empowerment ◽  
The Relationship

Purpose – Based on extant literature on empowerment and team management, this paper aims to examine the effect of power distance and collectivism on the relationship between empowerment and team performance through the mechanisms of knowledge sharing and intra-group conflict. Design/methodology/approach – This paper conceptualizes a model depicting the relationship between team empowerment and team performance across cultures. Findings – The authors argue that team empowerment can increase both knowledge sharing and intra-group conflict in working teams. Knowledge sharing facilitates team performance, while intra-group conflict impairs team performance in the long run. Team empowerment yields different team performance across cultures due to the respective moderating effects of power distance and collectivism. Originality/value – This paper explicates the moderating roles of power distance and collectivism on the relationship between empowerment, knowledge sharing, intra-group conflict and team performance. The authors suggest that the effectiveness of team empowerment is contingent on the cultural context that the team operates in.

Enhancing knowledge sharing in high-tech firms

2018 ◽  
Vol 25 (3) ◽  
pp. 468-491 ◽  
Author(s):  
Chou-Kang Chiu ◽  
Chieh-Peng Lin ◽  
Yuan-Hui Tsai ◽  
Siew-Fong Teh
Keyword(s):  
Positive Affect ◽  
Knowledge Sharing ◽  
Power Distance ◽  
Well Being ◽  
Expectancy Theory ◽  
High Tech ◽  
Moderating Effects ◽  
Content Type ◽  
Broaden And Build Theory ◽  
The Relationship

Purpose The purpose of this paper is to explore the development of knowledge sharing from the perspectives of broaden-and-build theory and expectancy theory. Its research purpose is to understand how knowledge sharing is driven by such predictors as optimism, pessimism, and positive affect through their complex interactions with collectivism or power distance. In the proposed model of this study, knowledge sharing relates to optimism and pessimism via the partial mediation of positive affect. At the same time, the influence of optimism, pessimism, and positive affect on knowledge sharing are moderated by the national culture of collectivism and power distance, respectively. Design/methodology/approach This study’s hypotheses were empirically tested using data from high-tech firms across Taiwan and Malaysia. Of the 550 questionnaires provided to the research participants, 397 usable questionnaires were collected (total response rate of 72.18 percent), with 237 usable questionnaires from Taiwanese employees and 160 usable questionnaires from Malaysian employees. The data from Taiwan and Malaysia were pooled and analyzed using: confirmatory factor analysis for verifying data validity, independent sample t-tests for verifying the consistency with previous literature regarding cultural differences, and hierarchical regression analysis for testing relational and moderating effects. Findings This study demonstrates the integrated application of the broaden-and-build theory and expectancy theory for understanding optimism, pessimism, and positive affect in the development of knowledge sharing. The test results confirm that positive affect partially mediates the relationship between optimism and knowledge sharing and fully mediates the relationship between pessimism and knowledge sharing. Moreover, collectivism and power distance have significant moderating effects on most of the model paths between knowledge sharing and its predictors except for the relationship between pessimism and knowledge sharing. Originality/value This study extends the expectancy theory to justify how optimistic and pessimistic expectations are stable traits that dominate the way employees share their knowledge sharing. This study shows how collectivism and power distance of Hofstede’s cultural framework can be blended with the broaden-and-build theory and expectancy theory to jointly explain knowledge sharing. Besides, this study provides additional support to the adaptation theory of well-being that suggests psychosocial interventions, which manage to enhance well-being by leveraging positive affect, hold the promise of reducing stressful symptoms and boosting psychological resources among employees.

scholarly journals Cognitive processes, rewards and online knowledge sharing behaviour: the moderating effect of organisational innovation

2020 ◽  
Vol 24 (6) ◽  
pp. 1241-1261 ◽  
Author(s):  
Tuyet-Mai Nguyen ◽  
Ashish Malik
Keyword(s):  
Private Sector ◽  
Knowledge Sharing ◽  
Self Efficacy ◽  
Moderating Effects ◽  
Public And Private ◽  
Intrinsic Rewards ◽  
Content Type ◽  
Organisational Innovation ◽  
Public And Private Sector ◽  
The Relationship

Purpose Online knowledge sharing is a critical process for maintaining organisational competitive advantage. This paper aims to develop a new conceptual framework that investigates the moderating impacts of innovation on self-efficacy, extrinsic and intrinsic rewards on employees’ online knowledge sharing behaviour in public and private sector companies. Design/methodology/approach This research analysed 200 responses to test the moderating effects of organisational innovation on the relationship between self-efficacy and rewards and online knowledge sharing behviours. The analysis was carried out using component-based partial least squares (PLS) approach and SmartPLS 3 software. Findings The results reveal that self-efficacy significantly affects online knowledge sharing behaviour in firms, regardless of the organisation type. Extrinsic rewards encourage employees in private companies to share knowledge online, whereas intrinsic rewards work effectively in public companies. Additionally, the study found the moderating role of organisational innovation in examining the relationship between rewards and online knowledge sharing behaviour. Research limitations/implications Future research may consider different dimensions such as knowledge donating and collecting behaviours as well as motives, such as self-enjoyment, reciprocity or social interaction ties, which may be investigated to get a deeper understanding of online knowledge sharing behaviour. Practical implications Firms must tailor training and rewards to suit employees’ abilities and needs so as to align with organisation type and innovation. Originality/value The study’s distinctive contribution is the under-researched context of Vietnamese public and private sector banks for investigating the moderating effects of organisational innovation on micro and meso factors on online knowledge sharing behaviour.

Modeling knowledge sharing and team performance

2019 ◽  
Vol 57 (7) ◽  
pp. 1472-1495 ◽  
Author(s):  
Min-Ling Liu ◽  
Chieh-Peng Lin ◽  
Sheng-Wuu Joe ◽  
Kuang-Jung Chen
Keyword(s):  
Knowledge Sharing ◽  
Team Performance ◽  
Ethical Leadership ◽  
Design Methodology ◽  
Team Development ◽  
High Tech ◽  
Critical Factors ◽  
Moderating Effects ◽  
Job Complexity ◽  
Content Type

Purpose To deepen our understanding about the development of team performance, the purpose of this paper is to develop a model that explains how ambidexterity and ethical leadership affect knowledge sharing and team performance through within-team competition. Design/methodology/approach This study demonstrates the applicability of ambidexterity and within-team competition by surveying 78 teams from the high-tech and banking industries. This study further presents a three-way interaction among ambidexterity, politics and job complexity. Findings This study finds that both ambidexterity and ethical leadership are positively related to knowledge sharing and team performance through the mediation of team development competition. Originality/value This study confirms that ambidexterity and ethical leadership play critical factors for improving knowledge sharing and team performance through the mediation of team development competition. Furthermore, the moderating effects of politics and job complexity are also confirmed in the research.

Motivation and knowledge sharing: a meta-analysis of main and moderating effects

2019 ◽  
Vol 23 (5) ◽  
pp. 998-1016 ◽  
Author(s):  
Tuyet-Mai Nguyen ◽  
Tuan Phong Nham ◽  
Fabian Jintae Froese ◽  
Ashish Malik
Keyword(s):  
Knowledge Sharing ◽  
Cultural Context ◽  
Organizational Context ◽  
Meta Analysis ◽  
Avoidance Performance ◽  
Individual Characteristics ◽  
Future Research ◽  
Organizational Setting ◽  
Moderating Effects ◽  
Content Type

Purpose The purpose of this study is to investigate the effects of intrinsic and extrinsic motivation on knowledge sharing and the moderating effects of individual demographics, organizational context and cultural context in that relationship. Design/methodology/approach This study conducted a meta-analysis of 44 studies involving 14,023 participants to examine the direct and moderating effects of motivation on knowledge sharing. Findings Results revealed that both extrinsic and intrinsic motivational factors were associated with higher levels of knowledge sharing, while the effect was stronger for intrinsic motivation. Moreover, results revealed that substantial variance was explained by moderating variables. Further investigation revealed that individual characteristics (age, gender), organizational context (organizational setting vs. open system, IT infrastructure) and cultural context (collectivism, uncertainty avoidance, performance orientation, power distance) moderated the motivation and knowledge sharing relationship. Research limitations/implications As a meta-analysis, this study is confined to variables that have been frequently analyzed in prior research. Future research could further increase our understanding of different types of knowledge sharing and various boundary conditions. Practical implications Organizations should provide customized incentive systems to specific target groups to align motivation and knowledge sharing. Multinational organizations may consider different motivation schemes across countries to better suit cultural differences. Originality/value Despite a growing number of studies highlighting the important role of motivation in predicting knowledge sharing, the evidence is mixed. Based on a meta-analysis, this study identified true relationships and identified moderating effects that help explain prior mixed results.

Linking knowledge sharing to innovative behavior: the moderating role of collectivism

2019 ◽  
Vol 23 (8) ◽  
pp. 1652-1672 ◽  
Author(s):  
Qian Ya Pian ◽  
Hui Jin ◽  
Hui Li
Keyword(s):  
Linear Regression ◽  
Knowledge Sharing ◽  
Linear Regression Analysis ◽  
Social Motivation ◽  
Innovative Behavior ◽  
Moderating Effects ◽  
Content Type ◽  
Epistemic Motivation ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to examine the relationship between behavior-oriented knowledge sharing and innovative behavior and the moderating effects of collectivism on the aforementioned relationship. It also assesses the impact of epistemic motivation and pro-social motivation on behavior-oriented knowledge sharing. Design/methodology/approach Focusing on Chinese context, the study conducts a questionnaire survey to test the research model. Linear regression analysis is used to examine the main effects of the independent variables, and the multi-level linear regression model is used to evaluate the moderating effects of the controlled variables. Findings The findings reveal that epistemic motivation stimulates individual-oriented knowledge sharing and pro-social motivation stimulates organization-oriented knowledge sharing. Organization-oriented knowledge sharing impacts more than individual-oriented knowledge sharing on innovative behavior. Moreover, collectivism is shown to positively moderate the relationship between behavior-oriented knowledge sharing and innovative behavior. Practical implications The study provides evidence that motivation should be significantly considered when sharing knowledge. Managers should prioritize the promotion of employees’ epistemic and pro-social motivation. The study also suggests that encouraging collectivism should be an important objective, as it moderates the relationship between knowledge sharing and innovative behavior positively. Originality/value The study emphasized how individual-oriented and organization-oriented knowledge sharing impacts innovative behavior differently and how collectivism moderates that relationship. It also illustrates how epistemic and pro-social motivation affects behavior-oriented knowledge sharing. The study contributes to a stream of research that links knowledge sharing and innovative behavior.

Is distributed leadership a driving factor of innovation ambidexterity? An empirical study with mediating and moderating effects

2018 ◽  
Vol 39 (3) ◽  
pp. 388-405 ◽  
Author(s):  
Lihua Fu ◽  
Zhiying Liu ◽  
Suqin Liao
Keyword(s):  
Organizational Structure ◽  
Knowledge Sharing ◽  
Distributed Leadership ◽  
Moderating Effects ◽  
Content Type ◽  
Organizational Learning Theory ◽  
Relationship Of ◽  
The Relationship ◽  
Positive Effect ◽  
Practical Implications

Purpose The purpose of this paper is to examine how and when distributed leadership (DL) enhances innovation ambidexterity by considering knowledge sharing as a mediator and element of organizational structure as a moderator. Design/methodology/approach Data obtained from 269 questionnaires were analyzed empirically to reveal the relationship of the variables. Findings The results suggest that DL has a positive effect on innovation ambidexterity, and the relationship was partially mediated by knowledge sharing. Connectedness positively moderated the relationship between knowledge sharing and innovation ambidexterity. Practical implications The complexity and ambiguity that organizations often experience increases the difficulty for a single leader to successfully perform necessary leadership functions. The results show that DL is crucial to the promotion of innovation ambidexterity. Originality/value By building on organizational learning theory and integrating insights from knowledge creation theory, this study extends the prior research by uncovering the mechanism through which DL promotes innovation ambidexterity and the moderating effect of informal organizational structure.

Moderating role of power distance in the relationship between leader-leader exchange (LLX) and knowledge sharing: is feedback-seeking behavior a missing link?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rayees Farooq ◽  
Nachiketa Tripathi
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Power Distance ◽  
Equation Modeling ◽  
Feedback Seeking ◽  
Content Type ◽  
Seeking Behavior ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of leader-leader exchange (LLX) on knowledge sharing through feedback-seeking behavior. The study also explores the moderating role of power distance. Design/methodology/approach A cross-sectional data of 290 knowledge workers from manufacturing and service firms in India were taken as a sample of the study. The hypotheses were tested using confirmatory factor analysis, structural equation modeling and hierarchical regression. Findings The results showed that LLX positively affects knowledge sharing and feedback-seeking behavior mediates the relationship between LLX and knowledge sharing. Moreover, power distance does not moderate the relationship between LLX and knowledge sharing. Originality/value The present study one of its kind explores the relationship between LLX, feedback-seeking behavior, knowledge sharing and power distance.

Protean and boundaryless careers

2014 ◽  
Vol 19 (1) ◽  
pp. 73-100 ◽  
Author(s):  
David E. Okurame ◽  
Rhoda Fabunmi
Keyword(s):  
Cultural Context ◽  
Moderating Effects ◽  
Content Type ◽  
Physical Mobility ◽  
Boundaryless Career ◽  
And Gender ◽  
Mentoring Support ◽  
The Relationship ◽  
Boundaryless Careers

Purpose – The study aims to explore the role of mentoring and the moderating effects of gender on protean and boundaryless career orientations in the African albeit Nigerian cultural context. Design/methodology/approach – Data were collected from 250 Nigerian nurses through a questionnaire. Findings – Mentoring support predicted protean career dimensions but was non-significant for boundaryless career dimensions. Gender directly accounted for a significant percentage of the variance in physical mobility in favor of women but did not predict self-directed, value-driven and psychological mobility career attitudes. Gender significantly moderated the relationship between mentoring and new career dimensions except physical mobility. Research limitations/implications – The male sample was limited and data from a single professional group/organization in Nigeria may not typify organizations in general. This calls for caution in generalizing findings. Practical implications – Proactive career management and value-driven attitudes can be fostered by ensuring quality mentor support. The peculiar direct and moderating effects of gender on protean and boundaryless careers deserve particular attention. Originality/value – The absence of African perspectives on new career directions in most reference journals limits the global scope of comparative studies. The present study provides information on the under-researched role of mentoring and gender in modern career models from Africa, and makes useful theoretical contributions to new career perspectives, especially in the context of how relationships among study variables may differ across national cultural contexts.

Generation “X” and “Y” knowledge sharing behaviour

2017 ◽  
Vol 9 (2) ◽  
pp. 325-342 ◽  
Author(s):  
Muhammad Sabbir Rahman ◽  
Nuraihan Mat Daud ◽  
Hasliza Hassan
Keyword(s):  
Knowledge Sharing ◽  
Generational Differences ◽  
Structural Equation ◽  
Academic Staff ◽  
Peninsular Malaysia ◽  
Higher Learning ◽  
Cross Sectional ◽  
Content Type ◽  
Learning Institutions ◽  
The Relationship

Purpose The purpose of this paper is to investigate the relationship between employee motivation and intention for knowledge sharing behaviour. Inter-generational differences (generations X and Y only) were assumed to moderate in the relationship between intention and knowledge sharing behaviour of non-academic staff of higher learning institutions. This research also aims to test the role of behavioural intention as mediation between motivation and knowledge sharing behaviour. Design/methodology/approach This research tested a conceptual framework derived from widely accepted theories. This study was carried out on non-academic staff working at the different higher learning institutions in Malaysia. Respondents from private and public higher learning institutions in Peninsular Malaysia were asked to complete a self-administered questionnaire. This research also applied confirmatory factor analysis and structural equation modelling to examine the proposed hypothesis of this inquiry. Findings Results indicate that non-academic staff knowledge sharing behaviour was significantly mediated by intention between motivation and knowledge sharing behaviour relationship. More specifically, inter-generational differences (generations X and Y) play a significant moderation role between intention and knowledge sharing behaviour. Research limitations/implications The generalizability of this cross-sectional study can be strengthened by adopting a longitudinal approach in the next phase of the study. Practical implications The results of this research highlighted that the higher learning institutions need to institutionalize knowledge sharing behaviour among their non-academic staff (executive and non-executive) by facilitating knowledge sharing-oriented work environment. Originality/value This paper has attempted to furnish a comprehensive understanding of knowledge sharing behaviour among the non-academic staff of higher learning institutions.

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