scholarly journals Consumer Knowledge Sharing Behavior and Consumer Purchase Behavior: Evidence from E-Commerce and Online Retail in Hungary

2021 ◽  
Vol 13 (18) ◽  
pp. 10375
Author(s):  
Pejman Ebrahimi ◽  
Khadija Aya Hamza ◽  
Eva Gorgenyi-Hegyes ◽  
Hadi Zarea ◽  
Maria Fekete-Farkas
Keyword(s):  
Knowledge Sharing ◽  
Permutation Test ◽  
Purchase Behavior ◽  
Citizenship Behavior ◽  
Consumer Knowledge ◽  
Statistical Population ◽  
Knowledge Sharing Behavior ◽  
Inner Model ◽  
Sharing Behavior ◽  
Moderating Role

The twenty-first century has been full of fundamental changes in consumers’ behavior patterns, especially with the use of diverse social media knowledge-sharing platforms. Therefore, companies have highlighted the significance of knowledge sharing and the importance of social network use in purchasing processes. Accordingly, his paper tries to reveal how consumer purchase behavior (CPB) can be affected by consumer knowledge sharing behavior (CKSB) and the moderating role played by value co-creation dimensions, which are citizenship behavior (CB) and participation behavior (PB), within a sustainable e-commerce field. To test our hypotheses deducted from the literature review, we opted for the PLS-SEM method. We also employed other innovative approaches, such as the IPMA matrix, MAICOM test, FIMIX approach, and CTA analysis, to evaluate the outer and inner model. Our statistical population covered individuals living in Hungary with at least one online purchase involvement. We distributed the questionnaire via various online platforms and, finally, 433 completed questionnaires were prepared for analysis. The results showed that CPB, CB, and PB are positively influenced by the CKSB. However, the link between CPB and CB was not confirmed. As for the moderating role of gender, the permutation test was applied to compare male and female groups and see the difference between them. With a focus on CKSB, this study contributes to the success of international marketing strategies to attain higher competitive advantages.

Introducing a Model of Relationship Between Knowledge Sharing Behavior and Organizational Citizenship Behavior and Positively Orientated Organizational Behavior

2018 ◽  
Vol 14 (3) ◽  
pp. 21-36 ◽  
Author(s):  
Tayebeh Sadegh ◽  
Reyhaneh Mohammad Khani ◽  
Fatemeh Modaresi
Keyword(s):  
Organizational Behavior ◽  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Capital ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

This study investigates the effects of employees' positively oriented organizational behavior and organizational citizenship behavior (OCB) use on knowledge sharing behavior after a two-month period. Based on previous research, it was expected that: (1) organizational citizenship behavior would be positively related to knowledge sharing behavior; (2) psychological capital would be positively related to knowledge sharing behavior; (3) OCB would mediate the relationship between psychological capital and knowledge sharing behavior; (4) psychological empowerment would be positively related to knowledge sharing behavior; and (5) OCB would mediate the relationship between psychological empowerment and knowledge sharing behavior. Results provided support for the direct effects of OCB, psychological capital and psychological empowerment on knowledge sharing behavior. Psychological capital and psychological empowerment were each indirectly related to knowledge sharing behavior, mediate by OCB. To be more precise, individuals with higher level of psychological capital and psychological empowerment were not only more likely to participate in organizational citizenship behavior but having a higher level of positively orientated organizational behavior made them to engage more in knowledge sharing behavior two months later.

scholarly journals Psychological Empowerment and Employee Behaviors: Employee Engagement As Mediator and Leader-Member Exchange as Moderator

2015 ◽  
Vol 1 (6) ◽  
pp. 24-30 ◽  
Author(s):  
Rizwana Kosar ◽  
Sayyed M. Mehdi Raza Naqvi
Keyword(s):  
Knowledge Sharing ◽  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Knowledge Sharing Behavior ◽  
Member Exchange ◽  
Sharing Behavior

The objective of this study is to determine the association between psychological empowerment and two behavioral outcomes of employee (i.e. organizational citizenship behavior and knowledge sharing behavior) by examining the mediating role of employee engagement and the moderating role of leader-member exchange. A survey was completed by employees working in different corporations and jobs. The data were collected by self- administered questionnaire and analyzed by using correlation and regression analysis. Results indicate that psychological empowerment positively influences organizational citizenship behavior and knowledge sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates between psychological empowerment and knowledge sharing behavior. Psychological empowerment has a positive significant relationship with the employee engagement whereas leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. The implications of these findings are discussed.

Abusive supervision and knowledge sharing: the moderating role of organizational tenure

2018 ◽  
Vol 47 (1) ◽  
pp. 22-38 ◽  
Author(s):  
Seckyoung Loretta Kim ◽  
Seung Yeon Son ◽  
Seokhwa Yun
Keyword(s):  
Knowledge Sharing ◽  
Negative Relationship ◽  
Abusive Supervision ◽  
Negative Consequences ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Organizational Tenure ◽  
Sharing Behavior ◽  
Moderating Role

Purpose Drawing on social exchange theory (SET) and conservation of resources (COR) theory, the purpose of this paper is to examine the negative consequence of abusive supervision on knowledge sharing. Further, this paper explores the moderating role of organizational tenure in the relationship between abusive supervision and employees’ knowledge sharing behavior applying sense-making theory. Design/methodology/approach The hypotheses were tested using regression analysis across two independent studies conducted in South Korea. Findings The authors found evidence that there was a negative relationship between abusive supervision and employees’ knowledge sharing behavior. Furthermore, the aforementioned relationship was strengthened for those with longer organizational tenure. Originality/value This research deepens our understanding of the negative consequences of abusive supervision on employees’ knowledge sharing behavior by drawing on SET and COR theory. Through two independent studies, the results demonstrated that employees who receive abusive treatment from their supervisors tend to reduce their knowledge sharing behavior. Furthermore, this detrimental effect is stronger for key knowledge providers, namely long-tenured employees.

scholarly journals Effect of Motivation and Trust on Knowledge Sharing and Effect of Knowledge Sharing on Employee’s Performance

2012 ◽  
Vol 2 (1) ◽  
pp. 210 ◽  
Author(s):  
Mohammad Hossein Moshref Javadi ◽  
Nasim Darvish Zadeh ◽  
Moeide Zandi ◽  
Javad Yavarian
Keyword(s):  
Knowledge Sharing ◽  
Statistical Sampling ◽  
Statistical Population ◽  
Factors Affecting ◽  
Knowledge Sharing Behavior ◽  
And Performance ◽  
Implicit And Explicit ◽  
Motivation And Confidence ◽  
Use Of Knowledge ◽  
Sharing Behavior

Knowledge sharing is a process in which individuals exchange their knowledge (implicit and explicit) and they create new knowledge together. Knowledge is an Unlimited; unfailing and valuable source for organizations that cause to survive in competitive environment and can be used to achieve competitive advantage. We can say that survival power of today’s Organizations is depending on their use of knowledge. Knowledge can be available to individuals and organizations, therefore, there must exit conditions in the organization that people be able to share their knowledge with other individuals. In such situation, organizations can improve employees performance and also organizations performance. Given that the gas company performs and provides services to the citizens, achieving such goals requires employees to have certain knowledge and sharing that with other employees. So the objective of this study is to determine the factors affecting on knowledge sharing (motivation and confidence) and its impact on employees performance in the Gas Company of Kurdistan Province. This study provides a model that includes variables such as motivation, confidence, knowledge sharing and performance in which the first two variables have been studied as the factors affecting on knowledge sharing. Statistical population of this study includes all of the executive employees in the Gas Company of Kurdistan province and statistical sampling included 124 people which were selected randomly. For collection of data a questionnaire was used. The standard questionnaire was used to design questions related to motivation, trust and knowledge sharing and to assess the employee’s performance. The results showed that the factors of motivation and confidence are considered as factors affecting on knowledge sharing behavior and they enhance knowledge sharing, therefor they should be taken into consideration. In addition, the overall indices of model showed that the presented pattern is a good theoretical model for determining the effect of knowledge sharing on employees performance in which the data supported the model.  Generally the effect of above factors on knowledge sharing behavior and the effect of knowledge sharing on employees' performance in Gas Company was confirmed. Keywords: Knowledge Sharing, Motivation, Trust, Employees' Performance

scholarly journals Servant Leadership: Impact on Organizational Citizenship Behavior and Knowledge Sharing Behavior

2020 ◽  
Vol 55 (4) ◽  
Author(s):  
Muhammad Qaiser Shafi ◽  
Sajeela Rabbani ◽  
Rehan Maqsood Alam ◽  
Seema Gul
Keyword(s):  
Servant Leadership ◽  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Work Engagement ◽  
Organizational Citizenship Behavior ◽  
Self Efficacy ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

This study aims to investigate the effect of servant leadership on organizational citizenship behavior and knowledge-sharing behavior. It further explores servant leadership for its potential mediation of work engagement and moderation of self-efficacy in organizational citizenship behavior and knowledge-sharing behavior. Time-lagged data was collected from 264 respondents from Pakistan’s banking sector via convenience sampling. The relationships between servant leadership and organizational citizenship behavior, servant leadership and knowledge-sharing behavior were analyzed through partial least squares structural equation modeling. The results of this analysis reveals that the effect of servant leadership on organizational citizenship behavior and knowledge-sharing behavior is significant in that work engagement acts as a mediator, and follower’s self-efficacy plays the role of moderator. Based upon social exchange theory, the study supports that servant leadership increases citizenship and knowledge-sharing behavior. In addition, the study provides an understanding of how servant leadership mediates work engagement for pragmatic synergetic outcomes in a Pakistani context. The study’s implications and limitations are also discussed, and suggestions for future research are noted.

Perceived social loafing congruence between leaders and members: Effect on performance

2021 ◽  
Vol 49 (6) ◽  
pp. 1-13
Author(s):  
Cheol Young Kim
Keyword(s):  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Social Loafing ◽  
Role Performance ◽  
Knowledge Sharing Behavior ◽  
Member Exchange ◽  
Sharing Behavior

I measured social loafing as perceived by leaders and members independently, and assessed the effect of each party's perception of members' social loafing on the leader–member exchange relationship, in-role performance, organizational citizenship behavior, and knowledge-sharing behavior. Participants were 333 leader–member dyads from 12 organizations in South Korea, and data were collected in two waves. I performed polynomial regression and response surface analyses and tested the mediating effect of leader–member exchange. As hypothesized, perceived social loafing congruence had a direct effect on leader–member exchange, and an indirect effect via leader–member exchange on in-role performance, organizational citizenship behavior, and knowledge-sharing behavior. Theoretical and practical implications of congruence in perceptions of social loafing are discussed.

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