Understanding knowledge hiding under technological turbulence caused by artificial intelligence and robotics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
José Arias-Pérez ◽  
Juan Vélez-Jaramillo
Keyword(s):  
Artificial Intelligence ◽  
Digital Age ◽  
Business Environment ◽  
Mediating Effect ◽  
Content Type ◽  
Technological Turbulence ◽  
Types Of Knowledge ◽  
Knowledge Hiding ◽  
The Relationship ◽  
And Robotics

Purpose Artificial intelligence (AI) will be performing 52% of the tasks in companies by 2025. The increasing adoption of AI is generating technological turbulence in the business environment. Previous studies have also shown that employees are aware of the high risk of losing their jobs when being replaced by AI. The risk of employees engaging in opportunistic behaviors, such as knowledge hiding, is thus fairly high. Therefore, the aim of this paper is to analyze the mediating effect of employee’s AI awareness on the relationship between technological turbulence generated by AI and the three types of knowledge hiding: evasive hiding, playing dumb and rationalized hiding. Design/methodology/approach Structural equations by the partial least squares method were used to test the proposed research model. Findings The most interesting finding is that employee’s AI and robotics awareness fulfills almost all mediating functions in the relationship between technological turbulence generated by AI and the three types of knowledge hiding. Originality/value The results show that knowledge hiding in the digital age is first and foremost a strategy by employees to sabotage and induce failure in process automation, to reduce the risk of being replaced in the workplace by AI. This study indicates that employees are willing to hide knowledge in all possible ways when perception that AI is a threat to their job increases. In other words, technological turbulence generated by AI and employee’s AI awareness are the two great new triggers of knowledge hiding in the digital age.

Examining the impact of socialization and information sharing and the mediating effect of trust on innovation capability

2016 ◽  
Vol 36 (11) ◽  
pp. 1601-1624 ◽  
Author(s):  
Nisha Paul Kulangara ◽  
Sherry Avery Jackson ◽  
Edmund Prater
Keyword(s):  
Information Sharing ◽  
Business Environment ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Innovation Capability ◽  
Content Type ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to investigate the interrelationship between trust, socialization, and information sharing on the buying firm’s innovation capability in the context of the buyer-supplier relationship (BSR). A nomological model is developed that examines the mediating role of relational capital (supplier trust) on the relationship between structural capital (socialization and information sharing) and innovation capability. Design/methodology/approach A survey was conducted on 357 US executives. Structural equation modeling was used to analyze the hypothesized relationships. Findings Information sharing and formal socialization activities increased the buying firm’s trust in its key supplier. However, formal socialization activities within the context of the business environment did not have a significant direct impact on buyer’s innovative capabilities; but when mediated by trust, it positively impacted innovation capabilities. Informal socialization within the context of the social environment directly impacted innovation capabilities but trust did not mediate the relationship. Information sharing impacted trust and innovation significantly and trust mediated the impact of information sharing on innovation capabilities. Originality/value This study defines the formal and informal aspects of socialization and investigates its impact on trust and buyer innovation capabilities. This is one of the few studies that highlights the mediating role of trust between firms to facilitate innovation capability.

Leading well pays off: mediating effects and multi-group analysis of strategic performance

2017 ◽  
Vol 55 (2) ◽  
pp. 400-412 ◽  
Author(s):  
Qinglan Chen ◽  
Tor Eriksson ◽  
Luca Giustiniano
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Group Analysis ◽  
Business Environment ◽  
Mediating Effect ◽  
Mediating Effects ◽  
Content Type ◽  
Strategic Performance ◽  
The Relationship

Purpose The purpose of this paper is to reveal the mediating role of leadership style on the relationship between strategy and company performance. Design/methodology/approach The study uses empirical data gathered from top managers in a stratified sample of 476 Danish private businesses. Findings The results show the mediating effects of leadership styles on strategic performance. In particular, both supportive and directive leadership styles partially mediate the effect of the differentiation strategy, while the supportive leadership style displays a stronger mediating effect than the directive one. The multi-group analysis shows the moderating impact of the manager’s tenure, managerial level, strategy clarity, industry and business environment risk. Research limitations/implications The study is limited by its nature and the specificity of the national context in which it was conducted. In this vein, the evidence collected here can be enlarged and complemented by having access to panel data or the generalization of some results to neighboring or other developed countries. Practical implications Several implications of the findings for managerial practices are discussed. Originality/value There are very few discussions of the mediating effect of leadership style between strategy and performance. The paper fills the gap by examining the role of leadership style planning on the relationship between those two variables in Denmark.

The mediating effect of job stress in the relationship between work-related dimensions and career commitment

2016 ◽  
Vol 30 (3) ◽  
pp. 408-420 ◽  
Author(s):  
Vathsala Wickramasinghe
Keyword(s):  
Social Support ◽  
Job Stress ◽  
Career Commitment ◽  
Business Environment ◽  
Mediating Effect ◽  
Role Clarity ◽  
Content Type ◽  
Work Related ◽  
Promotional Opportunity ◽  
The Relationship

Purpose – The purpose of this paper is to examine associations between career commitment, job stress, and work-related dimensions of work routinization, role clarity, social support, and promotional opportunity. Design/methodology/approach – In all, 408 employees holding supervisor or above level job positions in Sri Lanka responded to the survey. For the data analysis, structural equation modelling with maximum likelihood estimation was performed. Findings – Job stress fully mediates the relationship between role clarity and career commitment while partially mediates the relationships between work routinization, social support, and the lack of promotional opportunity and career commitment. Originality/value – An investigation into relationships between work-related dimensions and career commitment holds a number of implications in the current business environment where employee commitment may be shifting from the organization to one’s career.

The mediating effect of teamwork on the relationship between strategic orientation and performance of Nigerian banks

2019 ◽  
Vol 31 (5) ◽  
pp. 744-760 ◽  
Author(s):  
Innocent Otache
Keyword(s):  
Organizational Performance ◽  
Banking Sector ◽  
Business Environment ◽  
Strategic Orientation ◽  
Mediating Effect ◽  
Superior Performance ◽  
Business Organizations ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this study is to empirically explore the mediating effect of teamwork on the relationship between strategic orientation and organizational performance. Design/methodology/approach This study adopted a descriptive research design. A self-reported questionnaire was used to collect data from 253 bank managers representing 20 commercial banks in Nigeria. The author used SmartPLS-SEM to analyze the data collected. Findings The results of the structural models showed a significantly positive relationship between strategic orientation and organizational performance on the one hand and between strategic orientation and teamwork on the other. It was also found that teamwork had a significantly positive link with organizational performance. Further analysis revealed that teamwork fully mediated the relationship between strategic orientation and organizational performance. Research limitations/implications This study focuses on the Nigerian banking sector. Thus, it limits the generalizability of its findings to other sectors not covered. Future researchers could extend the study to other sectors to corroborate the findings presented. Practical implications The findings of this study provide some practical implications for business organizations and managers. Business organizations must be strategically positioned so that they can compete in today’s highly dynamic and competitive business environment and achieve superior performance. Likewise, business managers should make sure that all employees and sections in their organizations work cooperatively as a team by creating a collaborative climate where team spirit and teamwork thrive. Originality/value To the best of the author’s knowledge, this study is the first to provide empirical evidence of the mediating effect of teamwork on the relationship between strategic orientation and organizational performance. In that regard, it makes a valuable contribution to the field of strategic management and enhances the applicability and the generalizability of contingency and resource-based view theories across different environmental settings.

What is bullying hiding? Exploring antecedents and potential dimension of knowledge hiding

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yunyun Yuan ◽  
Lifeng Yang ◽  
Xiangyang Cheng ◽  
Jia Wei
Keyword(s):  
Structural Equation ◽  
Design Methodology ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Team Efficacy ◽  
Knowledge Hiding ◽  
The Relationship ◽  
Moderating Role

Purpose The purpose of this study is to examine the relationships among knowledge attributes (complexity and implicitness), interpersonal distrust, knowledge hiding (KH) and team efficacy and second, to explore a new dimension of KH. Design/methodology/approach Data for this research were collected from more than 940 employees working in manufacturing, information technology (IT), finance and the purification industry. Structural equation modeling was used to test hypothesized relationships. Findings First, the research confirmed the existence of bullying hiding behaviors in the knowledge economy era based on “knowledge power.” Second, the findings suggest that knowledge attributes are an important predictor of KH behaviors in organizations. The findings implicate the mediating effect of interpersonal distrust and the moderating role of team efficacy, while team efficacy negatively moderated the relationships between interpersonal distrust with evasive hiding and playing dumb, but positively moderated the relationship between interpersonal distrust with rationalized hiding and bullying hiding. Originality/value This is the first study to propose bullying hiding, a behavior that has emerged in organizational knowledge transfer, and it is more detrimental to knowledge sharing than other KH behaviors. The results of research on the different regulating effects of team efficacy on KH behaviors enrich the boundary conditions of KH research.

Managerial competencies and business performance: innovation as a mediator in Rwandan SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Eugenie Byukusenge ◽  
John C. Munene ◽  
Laura A. Orobia
Keyword(s):  
Business Performance ◽  
Bootstrap Method ◽  
Methodological Approach ◽  
Business Environment ◽  
Mediating Effect ◽  
Cross Sectional ◽  
Mediation Effects ◽  
Content Type ◽  
Managerial Competencies ◽  
The Relationship

Purpose The purpose of this study is to examine the mediating effect of innovation on the relationship between managerial competencies and business performance of small and medium enterprises (SMEs) in Rwanda. Design/methodology/approach A cross-sectional survey and quantitative methodological approach were used to collect the data. The bootstrap method was used to test mediation effects. Findings The findings revealed that innovation is a significant mediator in the association between managerial competencies and business performance. This study, therefore, adds new knowledge by stating that innovation toward business performance is a partial mediator in the relationship between managerial competencies and business performance of SMEs in Rwanda. Research limitations/implications Only a single research methodological approach was used. Qualitative studies through interviews could be undertaken to triangulate. Furthermore, the findings from the present study are cross-sectional. Longitudinal studies ought to be undertaken to examine the mediation effects studied to investigate any possibility of variations in the results. Practical implications The results may help owners-managers of SMEs to develop policies and strategies that could enable them to take advantage of new opportunities in relation to updated technology and cope with changes that may take place in the business environment to boost their business performance level. Originality/value To the authors’ knowledge, no research has ever been carried out on the mediating role of innovation in the relationship between managerial competencies and business performance of SMEs in Rwanda.

Knowledge management strategies and organizational improvisation: what changed after the emergence of technological turbulence caused by artificial intelligence?

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
José Arias-Pérez ◽  
Juan Cepeda-Cardona
Keyword(s):  
Artificial Intelligence ◽  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Management Strategies ◽  
Content Type ◽  
Organizational Improvisation ◽  
Technological Turbulence ◽  
Intelligent Robots ◽  
The Relationship

PurposeThis paper aims to analyze the moderating effect of technological turbulence caused by artificial intelligence on the relationship between the traditional knowledge management strategies of personalization (tacit knowledge) and codification (explicit knowledge), and organizational improvisation, which refers to the firm's ability to generate ideas and respond to changes in the technological environment in real time. Until now, individuals have played a key and indispensable role in organizational improvisation since they are the owners of tacit knowledge and users of explicit knowledge.Design/methodology/approachThe research model was tested in a sample of firms from sectors in which the adoption of intelligent robots is growing.FindingsBoth personalization and codification have a positive and significant influence on improvisation, the former to a greater extent. Nevertheless, when technological turbulence caused by artificial intelligence occurs, the relationship between personalization and improvisation is weakened, whereas the link between codification and improvisation is strengthened.Originality/valueContrary to the pre-digital literature consensus, explicit knowledge is becoming the new major driver of organizational improvisation, while tacit knowledge sharing is losing strength and relevance. This finding may be a first indication that intelligent robots are the new exponents of improvisation for their ability to respond to changes in the environment in real time because of a combination of explicit knowledge, beyond being a mere support tool for humans.

Ethical leadership and knowledge hiding: testing the mediating and moderating mechanisms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kian Yeik Koay ◽  
Pang Kiam Lim
Keyword(s):  
Ethical Leadership ◽  
Moral Disengagement ◽  
Cognitive Theory ◽  
Negative Relationship ◽  
Partial Least Square ◽  
Mediating Effect ◽  
Organisational Commitment ◽  
Content Type ◽  
Knowledge Hiding ◽  
The Relationship

Purpose Recent scholars have established that knowledge hiding does not equate to the lack of knowledge sharing. Due to a scarcity of papers on knowledge hiding, this paper aims to understand the mechanisms through which ethical leadership influences knowledge hiding based on social learning theory and social cognitive theory. Design/methodology/approach The field study involves 243 employees from public listed companies in Malaysia. Partial least square structural equation modelling is used to test the hypothesised relationships. Findings The results indicate that moral disengagement mediates the relationship between ethical leadership and knowledge hiding. Furthermore, organisational commitment moderates the negative relationship between ethical leadership and knowledge hiding, such that the negative relationship is stronger when organisational commitment is high. Originality/value This study is the first to investigate the influence of ethical leadership on knowledge hiding through the mediating effect of moral disengagement. Moreover, organisational commitment is an important boundary condition for the relationship between ethical leadership and knowledge hiding. The implications for practice and future research are also discussed.

scholarly journals Sustainable Competitive Advantage through Entrepreneurship, Market-Oriented Culture, and Trust

2021 ◽  
Vol 13 (7) ◽  
pp. 3986
Author(s):  
Jun-Chul Ha ◽  
Jun-Woo Lee ◽  
Jee Young Seong
Keyword(s):  
Work Engagement ◽  
Risk Taking ◽  
Choice Theory ◽  
Business Environment ◽  
Positive Influence ◽  
Mediating Effect ◽  
Sustainable Competitive Advantage ◽  
The Relationship ◽  
Positive Effect ◽  
Significant Positive Influence

In a rapidly changing business environment, the entrepreneurship of top management is essential for the survival and sustainable development of the enterprise. Building on the view of the strategic choice theory, this study identifies the relationship between entrepreneurship, market-oriented culture, and work engagement. Data were collected from 493 employees regularly working in small and medium-sized firms in South Korea. The results of this study indicate: (1) entrepreneurship (consisting of innovation, proactiveness, and risk-taking) has a significant positive influence on market-oriented culture, (2) entrepreneurship positively affects work engagement, (3) market-oriented culture has a significant positive effect on work engagement, (4) the effects of innovation and proactiveness on work engagement are significant, controlling for market-oriented culture, showing the partial mediating effect of market-oriented culture on work engagement, and (5) CEO trust moderates the relationship between risk-taking and work engagement. Theoretical and practical implications are suggested.

Leader positive humor and organizational cynicism: LMX as a mediator

2014 ◽  
Vol 35 (4) ◽  
pp. 305-315 ◽  
Author(s):  
Panagiotis Gkorezis ◽  
Eugenia Petridou ◽  
Panteleimon Xanthiakos
Keyword(s):  
Mediating Effect ◽  
Hierarchical Regression ◽  
Public Employees ◽  
Cross Sectional ◽  
Content Type ◽  
Organizational Cynicism ◽  
Member Exchange ◽  
Sectional Analysis ◽  
The Impact ◽  
The Relationship

Purpose – Leader-member exchange (LMX) has been proposed as a core mechanism which accounts for the impact of various antecedents on employee outcomes. As such, the purpose of this paper is to examine the mediating effect of LMX regarding the relationship between leader positive humor and employees’ perceptions of organizational cynicism. Design/methodology/approach – Data were collected from 114 public employees. In order to examine the authors’ hypotheses hierarchical regression analysis was conducted. Findings – As hypothesized, results demonstrated that LMX mediates the relationship between leader positive humor and organizational cynicism. Research limitations/implications – Data were drawn from public employees and, therefore, this may constrain the generalizability of the results. Also, the cross-sectional analysis of the data cannot directly assess causality. Originality/value – This is the first empirical study to examine the mediating effect of LMX in the relationship between leader humor and employees’ perceptions of organizational cynicism.

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