Empirical Study on the Incentive Model of Knowledge Sharing Within Project-oriented Organization Based on Knowledge Potential Theory

Shi, Jianxin; Lin, Lingna

doi:10.3923/jas.2014.201.211

Cited by 4 publications

(1 citation statement)

References 21 publications

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“…Knowledge distance: Using the scale compiled by Cummings and Teng (2003) and based on the research of Jiangang and Lingna (2014), four items of the knowledge distance scale were obtained according to the Chinese context, including 1 forward question and 3 reverse questions. The alpha reliability value for this scale is 0.81.…”

Section: Methodsmentioning

confidence: 99%

The Effect of Leader Knowledge Hiding on Employee Voice Behavior—The Role of Leader-Member Exchange and Knowledge Distance

Chen¹

2020

JSS

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Knowledge hiding behavior is common in the organization, which hinders the cooperation among employees and affects the transmission and development of new knowledge and new ideas. Therefore, based on the social exchange theory, this study takes 441 employees as the research object. The research results are as follows: 1) Perceived leader evasive hiding and perceived leader playing dumb had a negative effect on employee voice behavior. Perceived leader rationalized hiding has no significant influence on employee voice behavior. 2) LMX completely mediated the relationship between perceived leaders' evasive hiding, playing dumb and voice behavior. 3) The moderating effect of knowledge distance on the influence of perceived leader knowledge hiding on LMX is significant. The greater the knowledge distance, the stronger the negative effect of perceived leadership knowledge hiding and LMX. This study suggests that managers should pay more attention to the possible negative impact of leader knowledge hiding and knowledge distance on employees' voice behaviors, and to increase knowledge exchange with employees, to establish reasonable talent configuration in teams or organizations, as well as create a harmonious interpersonal atmosphere for employees' voicing.

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Section: Methodsmentioning

confidence: 99%

The Effect of Leader Knowledge Hiding on Employee Voice Behavior—The Role of Leader-Member Exchange and Knowledge Distance

Chen¹

2020

JSS

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Sharing tacit knowledge in small-medium regional construction companies in the U.S.: the current status and the impact of organizational ecology

Hwang

2020

International Journal of Construction Management

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The impact of knowledge distance on turnover intention of millennial employees: from the perspective of Mianzi

Zhuo

Yuan

2021

JKM

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Purpose The reasons for turnover intention of millennial employees show intergenerational differences and gradually have become a hot topic in the field of management. From the perspective of knowledge management, this paper aims to explore the mechanism of individual knowledge distance on the turnover intention of millennial employees. Based on the social comparison theory and the person-environment fit theory, this study discusses the moderation role of individual perception of organizational innovation climate in this model by integrating social and cultural factors into the cognitive behavior model, and empirically tests the impact of individual knowledge distance on the turnover intention of millennial employees. Design/methodology/approach In this paper, 585 valid questionnaires were collected from the millennial employees, and the moderated intermediary model was empirically tested by using hierarchical regression analysis and conditional process analysis. Findings The results show that the knowledge distance between individuals has a significant positive impact on the turnover intention of the millennial employees; the ability-based Mianzi stress has a significant positive impact on the turnover intention of the millennial employees; in organizations with a high innovation climate perception, the ability-based Mianzi stress partially mediates the positive impact of the knowledge distance between individuals on the turnover intention; the organizational innovation climate perception positively moderates the influence of individual knowledge distance on ability-based Mianzi stress, and the boundary condition of ability-based Mianzi stress is discussed, which shows that knowledge distance can induce ability-based Mianzi stress only when individual are able to perceive organizational innovation climate. Originality/value This study explores the influence mechanism between knowledge distance and employee turnover intention from the perspective of Mianzi, which is a supplement and enrichment to the study of millennial employees’ turnover intention. It enlightens managers to take effective measures to reduce the negative impact of knowledge difference among millennial employees in the process of actively creating innovation climate in the organization. Because Western countries also have face problems, the conclusion of this study is also of practical significance to managers in Western countries.

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Empirical Study on the Incentive Model of Knowledge Sharing Within Project-oriented Organization Based on Knowledge Potential Theory

Cited by 4 publications

References 21 publications

The Effect of Leader Knowledge Hiding on Employee Voice Behavior—The Role of Leader-Member Exchange and Knowledge Distance

The Effect of Leader Knowledge Hiding on Employee Voice Behavior—The Role of Leader-Member Exchange and Knowledge Distance

Sharing tacit knowledge in small-medium regional construction companies in the U.S.: the current status and the impact of organizational ecology

The impact of knowledge distance on turnover intention of millennial employees: from the perspective of Mianzi

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