The Effect of Person-Team Conscientiousness Fit on Knowledge Sharing: The Moderating Role of Internal Team Environment

2021 ◽  
pp. 105960112098566
Author(s):  
Guozhen Zhao ◽  
Holly H. Chiu ◽  
Hao Jiao ◽  
Meng Yu Cheng ◽  
Ying Chen
Keyword(s):  
Knowledge Sharing ◽  
Team Member ◽  
Polynomial Regression ◽  
Team Environment ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Team Personality ◽  
The Relationship ◽  
Moderating Role

Drawing on studies of person-team fit and theory of team-member exchange, we examined the effect of fit versus misfit between a team member’s conscientiousness and his/her team’s composition of conscientiousness on the member’s knowledge sharing. We hypothesized that person-team conscientiousness fit would lead to more knowledge sharing because a member who fits his/her team with respect to conscientiousness tends to have similar achievement striving with the team and low exchange cost. Using the method of polynomial regression in two studies in different regions and research settings, we obtained consistent results that person-team conscientiousness fit is positively associated with a team member’s knowledge sharing. We further found that internal team environment moderates the relationship between person-team conscientiousness fit and knowledge sharing such that it makes the relationship weaker. Our study demonstrated that to better understand the effect of personality on knowledge sharing in teams, it is beneficial to simultaneously consider the interplay among member personality, team personality, and team contexts.

Effects of Social Exchange and Trust on Knowledge Sharing and Service Innovation

2012 ◽  
Vol 40 (5) ◽  
pp. 783-800 ◽  
Author(s):  
Meng-Lei Monica Hu ◽  
Tsung-Lin Ou ◽  
Haw-Jeng Chiou ◽  
Lee-Cheng Lin
Keyword(s):  
Knowledge Sharing ◽  
Social Exchange ◽  
Team Member ◽  
Service Innovation ◽  
Leader Member Exchange ◽  
Empirical Results ◽  
International Tourist ◽  
Team Member Exchange ◽  
Member Exchange ◽  
The Relationship

Using a real case with 466 employees, we investigated the relationships among knowledge sharing (KS), service innovation, leader-member exchange (LMX) quality, team-member exchange (TMX) quality, and trust in Taiwan's international tourist hotels. The empirical results demonstrated that LMX quality and TMX quality mediated the relationship between KS and service innovation, and that trust moderated the relationship between KS and both LMX quality and TMX quality. These findings can be applied to improve communication among employees, enhance knowledge sharing, and promote service innovation.

scholarly journals The Work Stress of Millennial Employees Reviewed from the Viewpoint of Organizational Climate with Team-Member Exchange as a Moderator [Stres Kerja Karyawan Milenial Ditinjau dari Iklim Organisasi dengan Team-Member Exchange sebagai Moderator]

2021 ◽  
Vol 36 (2) ◽  
pp. 156-183
Author(s):  
Muhammad Farie Ath Thaariq ◽  
Indrayanti Indrayanti
Keyword(s):  
Organizational Climate ◽  
Work Stress ◽  
Team Member ◽  
Survey Method ◽  
Time Range ◽  
Team Member Exchange ◽  
Member Exchange ◽  
The Relationship

This study aims to define the role of organizational climate on work stress of millennial employees and the moderating effect of team-member exchange in the relationship between organizational climate and work stress of millennial employees. Participants are employees born in the time range of 1980 to 2000 and have worked for at least six months. This study utilized survey method with the instruments Stress Diagnostic Survey, Organization Climate Questionnaire, and Team-Member Exchange (TME) instrument which is a fusion of Team-Member Exchange Contributions and Team-Member Exchange Receipts. The data were analyzed with simple linear regression and moderation analysis utilizing the PROCESS module by Hayes. The results of this study indicate that organizational climate contributed negatively on the work stress of millennial employees. The higher the score for organizational climate, the lower the score for work stress on millennial employees. Team-member exchange cannot moderate the relationship between organizational climate and work stress of millennial employees. High quality of team-member exchange cannot strengthen the relationship between organizational climate and work stress of millennial employees. Penelitian ini bertujuan untuk mengetahui peran iklim organisasi terhadap stres kerja karyawan milenial dan efek moderator dari team-member exchange terhadap hubungan antara iklim organisasi dan stres kerja pada karyawan milenial. Partisipan adalah karyawan milenial dengan rentang tahun kelahiran 1980 hingga 2000 dan sudah bekerja minimal selama enam bulan. Penelitian ini menggunakan metode survei dengan instrumen Stress Diagnostic Survey, Organizational Climate Questionnaire, dan instrumen Team-Member Exchange (TME) yang merupakan gabungan dari Team-Member Exchange Contributions dan Team-Member Exchange Receipts. Analisis data menggunakan uji regresi linear sederhana dan uji moderasi dengan modul PROCESS dari Hayes. Hasil penelitian ini menunjukkan bahwa iklim organisasi berkontribusi negatif terhadap stres kerja karyawan mileneal. Semakin tinggi skor iklim organisasi, maka semakin rendah skor stres kerja karyawan milenial. Team-member exchange tidak dapat memoderasi hubungan antara iklim organisasi dan stres kerja karyawan milenial. Kualitas team-member exchange yang tinggi tidak dapat memperkuat hubungan iklim organisasi dengan stres kerja karyawan milenial.

The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership

2021 ◽  
pp. 154805182110348
Author(s):  
Fong-Yi Lai ◽  
Cheng-Chen Lin ◽  
Szu-Chi Lu ◽  
Hsiao-Ling Chen
Keyword(s):  
Transformational Leadership ◽  
Team Member ◽  
Proactive Personality ◽  
Moderating Effect ◽  
Future Research ◽  
Proactive Behavior ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Proactive Behaviors

This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after controlling leader–member exchange, team–member exchange mediated the relationship between proactive personality and employees’ proactive behaviors. In addition, transformational leadership strengthened the positive relationship between the team–member exchange and challenging proactive behavior. Moreover, transformational leadership had a stronger moderating effect on challenging proactive behavior than affiliative proactive behavior. Strengths, limitations, practical implications, and directions for future research are discussed.

A Cross-Level Theoretical and Empirical Model of Positive Emotions, Leader Identification, and Leader–Member Exchange

2021 ◽  
Vol 20 (3) ◽  
pp. 124-135
Author(s):  
Chongrui Liu ◽  
Cong Wang ◽  
Yan Liu ◽  
Xuran Liu ◽  
Yuan Ni
Keyword(s):  
Positive Emotions ◽  
Leader Member Exchange ◽  
Mediating Role ◽  
Member Exchange ◽  
Leadership Context ◽  
Broaden And Build Theory ◽  
Mediating Factor ◽  
The Relationship ◽  
Moderating Role

Abstract. Although leader–member exchange (LMX) has been widely studied, knowledge about how followers influence the LMX process remains unknown. By integrating the broaden-and-build theory (BBT) with the emotion as social information (EASI) theory, we develop a follower-centric multilevel model to investigate how followers' positive emotions have an impact on LMX via the mediating role of leader identification and the moderating role of leaders' positive emotions. We conducted a survey with 319 Chinese employees from 67 teams. The results indicated that leader identification served as a mediating factor in the relationship between followers' positive emotions and LMX. The work unit leaders' positive emotions strengthened the relationship between leader identification and LMX and moderated the mediated relationship among followers' positive emotions, leader identification, and LMX. Altogether, our findings inform new knowledge in terms of how followers may influence the development of LMX. We also help to extend the BBT and the EASI theory to the leadership context.

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