Does it take two to tango? The joint role of high-performance work systems and ethical leadership

Lin, Chiou-Shiu; Jin, Ming; Huang, Po‐Wei; Xiao, Ran

doi:10.1016/j.jbusres.2022.113536

Cited by 5 publications

(2 citation statements)

References 103 publications

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“…Previous studies have also suggested that recognition and reputation are the intrinsic motivations that encourage knowledge‐sharing behavior among employees (Hung et al, 2015; Rode, 2016). Moreover, HR practices are considered strategic firm partners (Lin et al, 2023), which enhance social exchange among employees and their supervisors (Jo et al, 2023). Taken together the findings of previous studies, our study has added to the literature on knowledge sharing by unveiling the boundary conditions of the impact of cultural norms, such as workplace allocentrism on the association between HIWS and knowledge‐sharing intention via organizational commitment.…”

Section: Theoretical Contributionmentioning

confidence: 99%

Human resource practices, organizational commitment, and knowledge‐sharing intention: An empirical evidence from a cultural perspective

Rubaca,

Munir,

Munir

et al. 2024

Knowl Process Manag

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The study investigated the impact of high‐involvement work systems (HIWS) on knowledge‐sharing intention (KSI) through the mediation of organizational commitment (OC) and the moderation of workplace allocentrism, particularly in the manufacturing units of small and medium enterprises operating in Pakistan. Data collection involved 328 workers, utilizing self‐administered structured questionnaires translated into Urdu to ensure understanding and inclusivity. SmartPLS software was used to analyze data using the structural equation modeling technique for the examination of complex relationships between multiple variables simultaneously. The findings suggest that the association between HIWS and KSI strengthens among the individuals high in workplace allocentrism and that cultural factors play a significant role in shaping how employees respond to HIWS and engage in knowledge‐sharing behaviors. The study highlights the importance of considering cultural factors in organizational practices and strategies, thus providing novel insights for entrepreneurs to enhance the performance, innovation, and competitiveness of their enterprises through a knowledge‐sharing culture. Overall, study offers valuable contributions to both academia and practice by shedding light on the intricate relationships between HIWS, KSI, OC, and workplace allocentrism.

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Section: Theoretical Contributionmentioning

confidence: 99%

Human resource practices, organizational commitment, and knowledge‐sharing intention: An empirical evidence from a cultural perspective

Rubaca,

Munir,

Munir

et al. 2024

Knowl Process Manag

View full text Add to dashboard Cite

show abstract

“…Scandals on leader morality in private and public sectors worldwide have drawn widespread attention to the ethical issues concerning leaders (Den Hartog, 2015), thus rendering leader ethicality a prominent field of research (Ng and Feldman, 2015;Hoch et al, 2018). Leader ethicality has been associated with various attitudinal, behavioral, and wellbeing outcomes of followers (Mostafa et al, 2020;Mohsin et al, 2021;Li et al, 2022;Mansour et al, 2022;Lin et al, 2023). In fact, both private and public organizations try to implement selection and development devices to benefit from this important leadership approach (Kim, 2023).…”

Section: Introductionmentioning

confidence: 99%

Interactive effect of leader ethicality and competency on Chinese customs officers’ organizational citizenship behaviors

Fang,

Hua,

Bao

et al. 2023

Front. Psychol.

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The dual qualities of an effective leader—ethicality and competency—have long been identified but seldom empirically examined. Using survey data from 329 Chinese customs officers collected in December 2022, this study investigates whether ethical leadership influences customs officers’ organizational citizenship behaviors indirectly through work engagement and trust in leader. Following the interactive approach, we further postulate that leader competency can accentuate these indirect relationships. Mplus 8.3, SPSS 26.0 and Hayes’ PROCESS macro for SPSS were used to conduct statistical analyses including descriptive statistical analysis, correlation analysis, common method deviation analysis, confirmatory factor analysis, and regression analysis. The results reveal that work engagement and trust in leader act as mediators in the ethical leadership and organizational citizenship behaviors relationship. Moreover, these indirect relationships are stronger when customs officers perceive their leaders are more competent. Theoretical and practical implications are discussed.

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Can high performers take charge? The effects of role breadth self-efficacy and hostile interpersonal environment

Zhu,

Wang,

Chen

et al. 2024

Journal of Business Research

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Does it take two to tango? The joint role of high-performance work systems and ethical leadership

Cited by 5 publications

References 103 publications

Human resource practices, organizational commitment, and knowledge‐sharing intention: An empirical evidence from a cultural perspective

Human resource practices, organizational commitment, and knowledge‐sharing intention: An empirical evidence from a cultural perspective

Interactive effect of leader ethicality and competency on Chinese customs officers’ organizational citizenship behaviors

Can high performers take charge? The effects of role breadth self-efficacy and hostile interpersonal environment

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