scholarly journals How Job Creativity Requirements Affects Employee Creativity: Evidence From a Across-Level Analysis

2021 ◽  
Vol 12 ◽  
Author(s):  
Yingshuang Ma ◽  
Haomin Zhang ◽  
Yi Dai
Keyword(s):  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Creative Process ◽  
Theoretical Framework ◽  
Employee Creativity ◽  
Linear Modeling ◽  
The Cross ◽  
The Relationship ◽  
Team Knowledge Sharing ◽  
Level Analysis

The present study adopted the Pygmalion perspective and a multilevel theoretical framework to investigate whether creative process engagement mediates the linkage of job creativity requirement with employee creativity. We examined whether team knowledge sharing moderates the aforementioned relationship. We obtained data from 71 supervisors and their 453 employees from three companies in China and applied Hierarchical Linear Modeling (HLM) version 6.08 to test the cross-level hypotheses. The results revealed that creative process engagement mediates the positive linkage of job creativity requirement with employee creativity. In addition, we observed that team knowledge sharing moderates the relationship among job creativity requirement, employee creativity, and creative process engagement. The practical and theoretical implications of the findings are discussed.

From “personal” to “interpersonal”: a multilevel approach to uncovering the relationship between job satisfaction and knowledge sharing among IT professionals

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yang Lei ◽  
Qiang Zhou ◽  
Jifan Ren ◽  
Xiling Cui
Keyword(s):  
Job Satisfaction ◽  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Attribution Theory ◽  
Mediating Effect ◽  
Information Technology Professionals ◽  
Linear Modeling ◽  
Paired Data ◽  
Content Type ◽  
The Relationship

Purpose This study aims to examine how job satisfaction (JS) affects two types of knowledge sharing (KS), in-role KS and extra-role KS. It also investigates the mediating effect of knowledge sharing self-efficacy (KSSE) and the moderating effect of team collaborative culture (TCC) between JS and two types of KS. Design/methodology/approach This study applies attribution theory to develop a cross-level model and validate it through paired data collected from 322 information technology professionals nested within 80 teams. Hierarchical linear modeling is used to test the hypotheses. Findings JS positively influences in-role and extra-role KS via KSSE and TCC positively moderates the relationship between JS and extra-role KS. Originality/value This study is one of the first to investigate the mechanism underlying the influence of JS on two types of KS. It also identifies the mediating and moderating effects of this mechanism.

Promoting employee job crafting at work: the roles of motivation and team context

2019 ◽  
Vol 49 (3) ◽  
pp. 689-708 ◽  
Author(s):  
Jeong Won Lee ◽  
Youjeong Song
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Job Crafting ◽  
Linear Modeling ◽  
Content Type ◽  
Individual Motivation ◽  
Modeling Analysis ◽  
The Usa ◽  
Team Knowledge Sharing

Purpose Despite receiving much attention in recent job design literature, job crafting research has neglected motivational and multilevel perspectives, limiting the understanding of how to foster employee job crafting. Drawing on job crafting and self-determination theory, the purpose of this paper is to explore individual- and team-level predictors and the mechanisms involved in employees’ job change behaviors. The authors propose that employees’ intrinsic motivation and two team-level properties – team knowledge sharing and trust – have important roles to play. Design/methodology/approach The multilevel data were collected from 311 employees from 62 work teams in Korean companies. Hierarchical linear modeling analysis was used. A supplementary data collected from 162 individuals working in the USA were used for analysis. Findings The results showed that intrinsic motivation and team knowledge sharing are positively related to job crafting. In addition, intrinsic motivation mediated the relationship between team knowledge and individual job crafting. Finally, team trust was shown to play a cross-level moderating role, strengthening the positive relationship between employees’ intrinsic motivation and job crafting. Originality/value Applying motivational and multilevel perspectives, this paper uncovers the roles of individual motivation and team context in fostering employee job crafting. This study helps to extend the theoretical domains of job crafting and provides practical insights into how to promote employees’ job crafting.

Helping behavior and employee creativity: The combined roles of mastery and performance motivation climates

2020 ◽  
Vol 48 (12) ◽  
pp. 1-11
Author(s):  
Mingdan Han ◽  
Zehou Sun ◽  
Li Li
Keyword(s):  
Hierarchical Linear Modeling ◽  
Helping Behavior ◽  
Curvilinear Relationship ◽  
Goal Theory ◽  
Employee Creativity ◽  
Linear Modeling ◽  
Help Giving ◽  
Motivational Climates ◽  
And Performance ◽  
The Relationship

Researchers have argued that giving help is negatively related to creativity, because helping costs time and resources. However, this argument overlooks the fact that interaction of the help giver with the help receiver may also be regarded as a learning process, which, in turn, promotes creativity. Drawing on achievement goal theory, we proposed that the interplay of the motivational climates of mastery and performance in an organization would moderate the curvilinear relationship between helping behavior and individual creativity. On the basis of survey data obtained from 239 employees and their supervisors nested within 49 teams, hierarchical linear modeling results show that when the mastery climate is dominant the relationship between help giving and employee creativity becomes positive and more linear, whereas when the performance climate is dominant the relationship becomes negative and more linear. The implications of these findings are discussed.

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

2019 ◽  
Vol 18 (2) ◽  
pp. 106-111
Author(s):  
Fong-Yi Lai ◽  
Szu-Chi Lu ◽  
Cheng-Chen Lin ◽  
Yu-Chin Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Team Members ◽  
Member Exchange ◽  
Multi Temporal ◽  
The Relationship ◽  
Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

scholarly journals Economic Complexity and Human Development: Moderated by Logistics and International Migration

2021 ◽  
Vol 13 (4) ◽  
pp. 1867
Author(s):  
Emilie Sophie Le Caous ◽  
Fenghueih Huarng
Keyword(s):  
Human Development ◽  
International Migration ◽  
Hierarchical Linear Modeling ◽  
Human Life ◽  
Well Being ◽  
Linear Modeling ◽  
Statistical Tool ◽  
Economic Wealth ◽  
Economic Complexity ◽  
The Relationship

Living in a world where we can expand our economic wealth and the richness of human life is the core of the human development concept. Greater well-being for all can be achieved by improving people’s capabilities and more importantly, by giving individuals the ability to use their knowledge and skills. The economic complexity index (i.e., ECI) is a new indicator that defines a country’s complexity. Through a vast network, citizens can transfer an enormous quantity of relevant knowledge, leading to the creation of diversified and complex products. However, the relationship between economic complexity and human development is not that simple. Thus, this paper aimed to understand it deeper—international migration and logistics performance are used as moderators. Hierarchical linear modeling was the statistical tool used to analyze two groups of countries from 1990 to 2017. For robustness and to deal with possible endogeneity issues, different year lags were also included. The results show that international migration and logistics performance are decisive moderators as they change the relationship between economic complexity and human development.

Good problem solvers? Leveraging knowledge sharing mechanisms and management support

2019 ◽  
Vol 23 (6) ◽  
pp. 1017-1038 ◽  
Author(s):  
Ambra Galeazzo ◽  
Andrea Furlan
Keyword(s):  
Transformational Leadership ◽  
Problem Solving ◽  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Shop Floor ◽  
Management Support ◽  
Linear Modeling ◽  
Content Type ◽  
Problem Solvers ◽  
Good Problem

Purpose Organizational learning relies on problem-solving as a way to generate new knowledge. Good problem solvers should adopt a problem-solving orientation (PSO) that analyzes the causes of problems to arrive at an effective solution. The purpose of this paper is to investigate this relevant, though underexplored, topic by examining two important antecedents of PSO: knowledge sharing mechanisms and transformational leaders’ support. Design/methodology/approach Hierarchical linear modeling analyses were performed on a sample of 131 workers in 12 plants. A questionnaire was designed to collect data from shop-floor employees. Knowledge sharing was measured using the mechanisms of participative practices and standardized practices. Management support was assessed based on the extent to which supervisors engaged in transformational leadership. Findings Knowledge sharing mechanisms are an antecedent of PSO behavior, but management support measured in terms of transformational leadership is not. However, transformational leadership affects the use of knowledge sharing mechanisms that, in turn, is positively related to PSO behavior. Practical implications The research provides practical guidance for practitioners to understand how to manage knowledge in the workplace to promote employees’ PSO behaviors. Originality/value Though problem-solving activities are intrinsic in any working context, PSO is still very much underrepresented and scarcely understood in knowledge management studies. This study fills this gap by investigating the antecedents of PSO behavior.

Knowledge Sharing, Organizational Climate, and Innovative Behavior: A Cross-Level Analysis of Effects

2013 ◽  
Vol 41 (1) ◽  
pp. 143-156 ◽  
Author(s):  
Chien Yu ◽  
Tsai-Fang Yu ◽  
Chin-Cheh Yu
Keyword(s):  
Organizational Climate ◽  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Organizational Innovation ◽  
Positive Association ◽  
Innovative Behavior ◽  
Linear Modeling ◽  
Individual Level ◽  
Innovation Climate ◽  
The Impact

We investigated individual-level knowledge sharing and innovative behavior of employees, organizational innovation climate, and interactions between the individual level of knowledge sharing and the climate of innovation within the organization as a whole. Employees of public corporations in the Taiwanese finance and insurance industries participated in this study. Hierarchical linear modeling (HLM) indicated a positive association between knowledge sharing and innovative behavior and a positive association between organizational innovation climate and innovative behavior. According to the results of HLM organizational innovation climate did not act as a moderator on the impact of knowledge sharing on innovative behavior.

Impact of employee pro-organizational unethical behavior on performance evaluation rated by supervisor: a moderated mediation model of supervisor bottom-line mentality

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xiaohui Zhan ◽  
Yun Liu
Keyword(s):  
Performance Evaluation ◽  
Organizational Behavior ◽  
Hierarchical Linear Modeling ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Linear Modeling ◽  
Bottom Line ◽  
Content Type ◽  
And Performance ◽  
The Relationship

Purpose The topic of employees’ unethical pro-organizational behavior (UPB) has attracted more and more interest in both practice and academic fields. However, previous studies have mainly investigated the antecedents of UPB and little research has discussed the outcome variables. This study aims to provide a comprehensive understanding of the effect mechanism of UPB on employee performance evaluation rated by a supervisor through a leader-member exchange (LMX) and the moderating role of supervisor bottom-line mentality (BLM). Design/methodology/approach This study used a sample consisting of 304 employees and 96 supervisors in several manufacturing firms in China. The authors used hierarchical linear modeling to test the hypotheses, as this was cross-level research. In addition, this paper also uses Mplus7.4 to test the moderating effects of supervisor BLM on the indirect effects between the UPB and performance evaluation by a moderated path analysis. Findings The results confirm that UPB is positively related to performance evaluation rated by supervisors. Additionally, the mediating effect of LMX in the relationship between UPB and performance evaluation is successfully demonstrated. Furthermore, supervisor BLM cross-levelly moderates the relationship between UPB and LMX, as well as moderates the mediation effect of LMX on the correlation between UPB and performance evaluation. Research limitations/implications The primary contribution of this research is building a cross-level model for the effect of UPB on followers’ performance evaluation scored by the supervisor and thereby extending the nomological networks of both UPB and performance evaluation literature. Another contribution the study makes to the literature is that it provides a new perspective to understand how UPB relates to followers’ performance evaluation. Originality/value This is the first study about how and when UPB predicts followers’ performance evaluation rated by the supervisor.

Do embedded employees voice more?

2019 ◽  
Vol 48 (3) ◽  
pp. 824-838 ◽  
Author(s):  
Alice J.M. Tan ◽  
Raymond Loi ◽  
Long W. Lam ◽  
Lida L. Zhang
Keyword(s):  
Hierarchical Linear Modeling ◽  
Southern China ◽  
Interactional Justice ◽  
Job Embeddedness ◽  
Proactive Behavior ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Content Type ◽  
Speak Up ◽  
The Relationship

Purpose The purpose of this paper is to investigate whether embedded employees proactively provide voice for future improvement, and how interactional justice moderates this relationship. Design/methodology/approach Survey data were collected from the administrative staff and their immediate supervisors of a major university located in Southern China. The data were analyzed using hierarchical linear modeling. Findings Job embeddedness was positively related to voice behavior toward organization (VBO) but not to voice behavior toward work unit. Interactional justice was positively related to both types of voice behavior. The relationship between job embeddedness and VBO was stronger among employees who perceived lower interactional justice. Practical implications To encourage voice behavior, organizations should attempt to enhance employees’ job embeddedness by adopting human resource strategies such as providing training that helps employees to meet their long-term career goals. This is particularly important when supervisors fail to treat their employees with fairness. When employees are treated with fairness by supervisors, they are also motivated to speak up. Thus, supervisors should pay attention to the ways in which they interact with employees. Originality/value This paper adds to the existing knowledge of the consequences of job embeddedness by examining its relationship with voice, a proactive behavior which can benefit the organization but is considered as risky by the employees. Additionally, studying the moderating effect of interactional justice enriches the understanding of the conditions under which the relationship between job embeddedness and voice may vary. It also reveals the uncertainty management process underlying the influences of job embeddedness and interactional justice on voice behavior.

Institutional trust and multilevel government in the European Union: Congruence or compensation?

2011 ◽  
Vol 12 (4) ◽  
pp. 551-574 ◽  
Author(s):  
Jordi Muñoz ◽  
Mariano Torcal ◽  
Eduard Bonet
Keyword(s):  
European Union ◽  
Hierarchical Linear Modeling ◽  
European Social Survey ◽  
The European Union ◽  
Linear Modeling ◽  
Country Level ◽  
National Institutions ◽  
Using Data ◽  
The Relationship ◽  
The Eu

Does trust in national institutions foster or hinder trust in the institutions of the European Union (EU)? There is no agreement in the literature on popular support for the EU about the direction of the relationship between trust in national and European institutions. Some scholars argue that both will be positively related, others have proposed the opposite hypothesis: low levels of trust in national institutions will lead citizens to higher levels of support for the EU. We argue that both hypotheses are true but operate at different levels: whereas more trusting citizens tend to be so in both the national and the European arenas, we also find that at the country level the relationship is negative: living in a country with highly trusted and well-performing institutions hinders trust in the European Parliament. We test our hypotheses using data from the European Social Survey and Hierarchical Linear Modeling.

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