scholarly journals Are we in this together? Knowledge hiding in teams, collective prosocial motivation and leader-member exchange

2019 ◽  
Vol 23 (8) ◽  
pp. 1502-1522 ◽  
Author(s):  
Katja Babič ◽  
Matej Černe ◽  
Catherine E. Connelly ◽  
Anders Dysvik ◽  
Miha Škerlavaj
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Leader Member Exchange ◽  
Content Type ◽  
Prosocial Motivation ◽  
Member Exchange ◽  
Level Model ◽  
Knowledge Hiding ◽  
Moderating Role

Purpose Although organizations expect employees to share knowledge with each other, knowledge hiding has been documented among coworker dyads. This paper aims to draw on social exchange theory to examine if and why knowledge hiding also occurs in teams. Design/methodology/approach Two studies, using experimental (115 student participants on 29 teams) and field (309 employees on 92 teams) data, explore the influence of leader-member exchange (LMX) on knowledge hiding in teams, as well as the moderating role of collective (team-level) prosocial motivation. Findings The results of experimental Study 1 showed that collective prosocial motivation and LMX reduce knowledge hiding in teams. Field Study 2 further examined LMX, through its distinctive economic and social facets, and revealed the interaction effect of team prosocial motivation and social LMX on knowledge hiding. Originality/value This study complements existing research on knowledge hiding by focusing specifically on the incidence of this phenomenon among members of the same team. This paper presents a multi-level model that explores collective prosocial motivation as a cross-level predictor of knowledge hiding in teams, and examines economic LMX and social LMX as two facets of LMX.

How exploitative leadership influences on knowledge management processes: the moderating role of organisational citizenship behaviour

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amir A. Abdulmuhsin ◽  
Rabee Ali Zaker ◽  
Muhammad Mujtaba Asad
Keyword(s):  
Knowledge Management ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Negative Impact ◽  
Hierarchical Regression ◽  
Scientific Performance ◽  
Content Type ◽  
Member Exchange ◽  
Moderating Role

Purpose Drawing on knowledge-based view, social exchange theory and leader-member exchange, this study examines how exploitative leadership (EL) influences knowledge management (KM), its processes, and further investigates the moderating role of organisational citizenship behaviours (OCB) on the relationship between EL and KM. Design/methodology/approach Using a quantitative approach, survey data were collected from 356 faculty members in Iraqi public universities, and the direct and moderating relationships were assessed through Hierarchical regression by PROCESS v.3.3 macros in SPSS. Findings The study found a significant negative impact of EL on KM, including its processes, especially on knowledge utilisation. The assessment also revealed that OCB has a significant moderating impact on EL, particularly its effect on knowledge creation. Practical implications The empirical insights of the study are valuable and precious for policymakers, managers and academics in education sectors of developing countries, to enrich their managerial and scientific performance through addressing EL behaviours while considering the moderating effect of OCB. Originality/value The relevance of the study stems from the scarcity of research on EL, while studies on the negative behaviours of leaders as a predictor of KM process failures are significantly limited. Additionally, studies on the moderating impact of OCB on the linkage between EL and KM processes remain limited. This study is one of the earliest studies that investigate these inter-relationships amongst EL, OCB and KM processes.

Team Networks and Team Identification: The Role of Leader-Member Exchange

2013 ◽  
Vol 41 (7) ◽  
pp. 1115-1123 ◽  
Author(s):  
KeXin Guan ◽  
ZhengXue Luo ◽  
JiaXi Peng ◽  
Zhen Wang ◽  
HaiTing Sun ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Team Identification ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
The Mean ◽  
The Relationship

We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

The “silent assassin” in your organization? Can job insecurity climate erode the beneficial effect of a high-quality leader-member exchange?

2018 ◽  
Vol 47 (6) ◽  
pp. 1174-1193 ◽  
Author(s):  
Irina Nikolova ◽  
Beatrice Van der Heijden ◽  
Lena Låstad ◽  
Guy Notelaers
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Social Exchange Theory ◽  
Job Insecurity ◽  
Leader Member Exchange ◽  
Content Type ◽  
Moderation Effect ◽  
Exchange Processes ◽  
Member Exchange ◽  
Private And Public

Purpose The purpose of this paper is to examine the possible role of job insecurity climate as a moderator in the relationship between leader–member exchange (LMX) and organizational citizenship behaviors (OCBs). Design/methodology/approach Questionnaire data were collected from 466 employees working in 14 organizations from both the private and public sector. Following the core tenets of social exchange theory and occupational stress theories, the authors argue that ideally job insecurity is studied as a climate-level construct, given the fact that intra-group social exchange processes strongly influence the formation of employee perceptions about specific aspects of their work context (e.g. job insecurity). Findings In line with one of the hypotheses, multi-level analyses revealed that LMX is significantly and positively related to OCBs. In addition, the authors found support for a negative moderation effect, such that LMX has a less strongly positive relationship with extra-role behaviors that are beneficial to the organization when job insecurity climate is high. Originality/value The study contributes to the limited empirical scholarly research on job insecurity climate and its correlates. Management and HR professionals in working organizations are advised to focus on preventive measures (e.g. to invest in the professional development of their employees, that is focus on employability enhancement, in order to reduce job insecurity) as well as on participation-based interventions.

Exploring hotel employees’ regulatory foci and voice behavior: the moderating role of leader-member exchange

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
You-De Dai ◽  
Wen-Long Zhuang ◽  
Po-Kai Yang ◽  
Yi-Jun Wang ◽  
Tzung-Cheng Huan
Keyword(s):  
Convergent Validity ◽  
Discriminant Validity ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Content Type ◽  
Hotel Employees ◽  
Member Exchange ◽  
Moderating Role

Purpose Drawing on leader-member exchange theory and regulatory focus theory, the purpose of this study is to explore the effects of hotel employees’ regulatory foci on their voice behavior and the moderating role of leader-member exchange. Design/methodology/approach The questionnaire includes demographics, regulatory foci, leader-member exchange and voice behavior sections. The data was collected via a survey of 10 international tourist hotels in Taiwan and 479 valid questionnaires were completed. Confirmatory factor analysis and path analysis were used to test the composite reliability, discriminant validity and convergent validity. Multiple regression analysis was used to test the hypotheses. Findings The outcome of this study indicates that both promotion focus and prevention focus can benefit employees’ voice behavior; however, prevention-focused employees have more positive voice behavior than promotion-focused employees. In addition, the leader-member exchange can moderate the relationship between regulatory foci and voice behavior. Originality/value This is an empirical study in the hotel field to examine the moderating effects of leader-member exchange on the relationships between regulatory foci and voice behavior. This research is contributed toward human resource management literature in the hospitality and tourism domain. Practices for managers and suggestions for future research are discussed.

Knowledge hiding: impact of interpersonal behavior and expertise

2018 ◽  
Vol 26 (2) ◽  
pp. 30-32 ◽  
Author(s):  
Parijat Lanke
Keyword(s):  
Knowledge Management ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Interpersonal Behavior ◽  
Content Type ◽  
Hiding Behavior ◽  
The One ◽  
Knowledge Hiding ◽  
A Company

Purpose This paper intends to put forward the role of interpersonal (in)justice among co-workers and their individual expertise as important factors contributing to knowledge hiding behavior. The paper is written with an intent to explain a conceptual model for practitioners’ benefit. The work is novel and covers the latest construct in the field of knowledge management and human resource management. Design/methodology/approach A conceptual framework is elaborated with a brief explanation of the theory that helps explain it. The framework although being novel in itself, the explanation has been drawn from existing literature. Findings If the co-workers do not treat each other with dignity and respect, it hampers their relationship. This in turn makes them hide knowledge from each other and at the same time if one of them holds an expertise power over the other, this behavior would be more enhanced. The whole relationship could be explained using social exchange theory. This holds implications for managers, especially when knowledge management is of paramount importance to a company for its sustenance. Practical implications This work provides new insights into knowledge hiding behavior by employees. Certain ways to reduce this behavior are proposed. Originality/value This paper is the one of the few written with an intent to bring knowledge hiding and its causes, to executives, in an easy to digest form. The concept is also newly introduced and these factors have not yet been brought up by any other researcher in the field.

Effects of developmental HR practices on management innovation: a scenario experiment study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jie Huang ◽  
Chunyong Tang ◽  
Ting Deng
Keyword(s):  
Social Exchange ◽  
Resource Availability ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Mediating Effect ◽  
Management Innovation ◽  
Content Type ◽  
Hr Practices ◽  
Moderating Role

Purpose This research aims to examine the influence of developmental human resources (HR) practices on management innovation. Drawing on social exchange theory, this paper analyzes the mediating role of responsibility for change and the moderating role of resource availability. Design/methodology/approach The authors conducted a scenario experiment using a sample of 329 part-time MBA students from various Chinese companies in Southwest China, using analysis of variance and regression to examine the hypotheses. Findings The results find a positive relationship between developmental HR practices and management innovation and responsibility for change mediates this relationship. Moreover, it examines the moderating role of resource availability. Resource availability positively moderates the correlation between responsibility for change and management innovation and moderates the mediation effect of responsibility for change on the correlation between developmental HR practices and management innovation. Practical implications Organizations should enhance the actual use of developmental HR practices to ensure the provision of appropriate training and development opportunities for all levels of employees in a fair and equal environment. It is better to take up an individual approach when offering these practices. Organizations should provide enough resources for employees, such as financial, spatial and temporal, and ensure the fair distribution of these resources. Organizations should cultivate the responsibility for change of middle-senior managers who can serve as role models for subordinates. Originality/value This study broadens the research on developmental HR practices, confirming that it has a positive impact on management innovation. It also provides more insight into the “black box” of developmental HR practices affecting management innovation, namely, the mediating effect of responsibility for change. This study shows that resources are critical to understanding how developmental HR practices can contribute to management innovation through responsibility for change. Using social exchange theory, the research deduces the conditional indirect effect of the model and uses a scenario experiment method to conclude causality.

scholarly journals Leader Humor and Knowledge Sharing Behavior: The Role of Leader-Member Exchange

2021 ◽  
Vol 25 (1) ◽  
pp. 76
Author(s):  
Muhammad Rasyid Abdillah
Keyword(s):  
Knowledge Sharing ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Sem Analysis ◽  
Leader Member Exchange ◽  
Knowledge Sharing Behavior ◽  
Member Exchange ◽  
The Relationship ◽  
Sharing Behavior

A function in using humor in the workplace is to build relationships between employees involved in such behavior. This study seeks to explain the relationship between leader humor and knowledge-sharing behavior using social exchange theory. Specifically, this study endeavors to explain the mechanism process underlying the relationship between leader humor and knowledge-sharing behavior through the leader-member exchange. To test the hypotheses, the current study collected data from employees working at communication and information company in Pekanbaru City, Riau, Indonesia with utilizing PLS-SEM analysis. The finding shows that leader humor can encourage employee knowledge sharing behavior through the relationship quality between leaders and employees.

scholarly journals Development Idiosyncratic Deals and Employee Performance

2021 ◽  
Vol 4 (3) ◽  
pp. 63-72
Author(s):  
Mariam Tauba ◽  
Andrew Kimwolo
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Employee Performance ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Idiosyncratic Deals ◽  
The Social ◽  
Member Exchange ◽  
The Relationship

Employee performance has been at the helm of academic research over the years. The changing nature of work has unearthed several antecedents of job performance. The purpose of this study was to examine employee performance through the development of Idiosyncratic deals and Leader-Member-Exchange-quality lens of antecedents. The study is anchored on the social exchange theory. The hypotheses were tested on a sample of 325 employees of ICT firms in Uganda, using a cross-sectional survey. Three hundred two responses were used for analysis after cleaning of data. The direct hypotheses were tested using correlation analysis, while the mediation was tested using the Hayes Process macro model 4. The results supported the relationship between development idiosyncratic deals and employee performance and LMX quality and employee performance. This study found a significant mediating role of LMX-quality on the relationship between development idiosyncratic deals and employee performance. The study made contributions to the literature on idiosyncratic deals, employee performance, leader-member exchange quality as well, as the Social exchange theory. The study recommends adopting good quality LMX relationships to enhance the role of development idiosyncratic deals on employee performance among ICT firms. 

Leader Trust, Competence, LMX, and Member Performance: A Moderated Mediation Framework

2017 ◽  
Vol 120 (6) ◽  
pp. 1137-1159 ◽  
Author(s):  
Gukdo Byun ◽  
Ye Dai ◽  
Soojin Lee ◽  
Seungwan Kang
Keyword(s):  
Task Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
South Korean ◽  
Member Exchange ◽  
Performance Analyses ◽  
The Relationship

Based on social exchange theory, this study examines the influence of leaders’ trusting behavior and competence in in-role activities on members’ perceived leader–member exchange (LMX) relationships. Our study proposes that a leader’s trust in a member contributes to the member’s perceived LMX, and that the leader’s competence in in-role activities moderates this relationship. Furthermore, our study suggests that perceived LMX mediates the relationship between the leader’s trust and members’ task performance. Finally, the study proposes that the leader’s competence moderates the mediating role of LMX in transmitting the effect of the leader’s trust on members’ task performance. Analyses of the data collected from soldiers and platoon leaders in the South Korean army support these hypotheses.

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