Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths

Bavik, Yuen Lam; Tang, Pok Man; Shao, Ruodan; Lam, L.

doi:10.1016/j.leaqua.2017.05.006

Cited by 243 publications

(282 citation statements)

References 132 publications

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“…It is found that leaders may motivate the members to share knowledge in teams [10]. Scholars have verified the positive effects of the behaviors of leaders on employees' knowledge-sharing, such as empowering leader behavior, ethical leadership behavior, management support and trust [10,12,50]. However, past literature merely focuses on the direct effects of the leaders' behaviors on knowledge-sharing, few of they explain the phenomenon from the perspective of the influence of the tacit interactions between leaders and subordinates on knowledge-sharing.…”

Section: Subordinates' Moqi With Supervisors and Knowledge Sharingmentioning

confidence: 97%

The Roles of Power Distance Orientation and Perceived Insider Status in the Subordinates’ Moqi with Supervisors and Sustainable Knowledge-Sharing

Zheng

Zhang

et al. 2019

Sustainability

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Although knowledge-sharing, an important facet of knowledge management, has been encouraged for the sustainable development of organizations, this kind of behavior is still not prevalent among group members. To enrich the literature and contribute to its practical usage, this research proposed a model based on the fit theory to examine the roles of perceived insider status (PIS) and power distance orientation in subordinates’ Moqi with supervisors (SMS) and knowledge-sharing. Survey data from eight firms in China contained 196 samples and was analyzed by MPLUS software to justify the hypotheses. The results showed that: first, SMS predicted knowledge-sharing and perceived insider status; second, perceived insider status positively mediated the relationship between SMS and knowledge-sharing; third, power distance orientation not only positively moderated the relationship between SMS and perceived insider status, but also positively moderated the relationship between SMS and knowledge-sharing. This study enriched the literature on the antecedents of knowledge-sharing and application of SMS. Additionally, this study proposes a few suggestions to practitioners and researchers for establishing sustainable organizations.

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Section: Subordinates' Moqi With Supervisors and Knowledge Sharingmentioning

confidence: 97%

The Roles of Power Distance Orientation and Perceived Insider Status in the Subordinates’ Moqi with Supervisors and Sustainable Knowledge-Sharing

Zheng

Zhang

et al. 2019

Sustainability

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show abstract

“…In future, it is also worth considering additional boundary conditions that may affect the knowledge-exchange process in organizations, such as knowledge-sharing technologies available in organizations (Del Giudice, Della Peruta, & Maggioni, 2015), organizational or job design (Černe, Hernaus, Dysvik & Škerlavaj, 2017;Hernaus & Matić, 2017;Hernaus et al, in press) or the ethical climate among leaders and team members (Bavik et al, 2018).…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

Are we in this together? Knowledge hiding in teams, collective prosocial motivation and leader-member exchange

Babič

Černe

Connelly

et al. 2019

JKM

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Purpose Although organizations expect employees to share knowledge with each other, knowledge hiding has been documented among coworker dyads. This paper aims to draw on social exchange theory to examine if and why knowledge hiding also occurs in teams. Design/methodology/approach Two studies, using experimental (115 student participants on 29 teams) and field (309 employees on 92 teams) data, explore the influence of leader-member exchange (LMX) on knowledge hiding in teams, as well as the moderating role of collective (team-level) prosocial motivation. Findings The results of experimental Study 1 showed that collective prosocial motivation and LMX reduce knowledge hiding in teams. Field Study 2 further examined LMX, through its distinctive economic and social facets, and revealed the interaction effect of team prosocial motivation and social LMX on knowledge hiding. Originality/value This study complements existing research on knowledge hiding by focusing specifically on the incidence of this phenomenon among members of the same team. This paper presents a multi-level model that explores collective prosocial motivation as a cross-level predictor of knowledge hiding in teams, and examines economic LMX and social LMX as two facets of LMX.

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“…The success of an organization in achieving and maintaining its competitiveness is often attributed to the effectiveness of its knowledge management system which mostly relies on its employees' motivation to exhibit knowledge sharing behavior (Bavik, Tang, Shao, & Lam, 2017;Gagné, 2009;Riege, 2005). While ample research has highlighted the potential benefits of knowledge sharing for organizational growth and financial performance (Andreeva & Kianto, 2012;Mesmer-Magnus & DeChurch, 2009), annual losses amounting to $31.5 billion in Fortune 500 companies have been attributed to knowledge hiding (Babcock, 2004), which is defined as "an intentional attempt by an individual to withhold or conceal knowledge that has been requested by another person" (Connelly et al 2012;p.…”

Section: Introductionmentioning

confidence: 99%

Top-Down Knowledge Hiding in Organizations: An Empirical Study of the Consequences of Supervisor Knowledge Hiding Among Local and Foreign Workers in the Middle East

et al. 2018

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This study adds to the growing research exploring the consequences of knowledge hiding in organizations. Drawing from the social exchange theory and the norm of reciprocity, this paper examines the direct and indirectvia distrust in supervisorrelationships between supervisor knowledge hiding (SKH) and supervisee organizational citizenship behavior directed at the supervisor (OCB-S) in the context of the Middle East. Using a supervisor-supervisee dyadic design, two-source data were obtained from 317 employees (local and foreign) of 41 Saudi firms. The findings suggest that supervisees' distrust in their supervisors mediates the significant and negative relationship between SKH and supervisees' OCB-S. Furthermore, the significant and positive relationship between SKH and distrust in supervisor is more pronounced for foreign workers than for local workers. This study provides empirical support and a better understanding of the existence and consequences of SKH for local foreign workers and also discusses the theoretical and practical implications of the findings.

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Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths

Cited by 243 publications

References 132 publications

The Roles of Power Distance Orientation and Perceived Insider Status in the Subordinates’ Moqi with Supervisors and Sustainable Knowledge-Sharing

The Roles of Power Distance Orientation and Perceived Insider Status in the Subordinates’ Moqi with Supervisors and Sustainable Knowledge-Sharing

Are we in this together? Knowledge hiding in teams, collective prosocial motivation and leader-member exchange

Top-Down Knowledge Hiding in Organizations: An Empirical Study of the Consequences of Supervisor Knowledge Hiding Among Local and Foreign Workers in the Middle East

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