Impact of knowledge sharing on job satisfaction and innovative work behavior: the moderating role of motivating language

Usmanova, Nargiza; Yang, Jianhua; Sumarliah, Eli; Khan, Safeer Ullah; Khan, Sher Zaman

doi:10.1108/vjikms-11-2019-0177

Cited by 49 publications

(52 citation statements)

References 94 publications

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“…Firstly, as motivating language is a strong determinant of positive employee outcomes, the appropriate application of language skills might help organisations boost performance to a degree that may not be possible using organisational resources alone. Thus, leaders' motivating language is an intangible asset for organisations that can keep employees energised and focussed (Sun et al, 2016;Usmanova et al, 2020).…”

Section: Practical Implicationsmentioning

confidence: 99%

“…Secondly, research on motivating language has only been conducted in a small number of developed and developing countries, including the USA, Mexico, Japan, Kazakhstan and China (Kunie et al, 2017;Madlock and Clubbs, 2019;Madlock and Sexton, 2015;Mayfield et al, 1998;Sun et al, 2016;Usmanova et al, 2020). However, no such research was conducted in the Asian developing countries, for example, Bangladesh and Malaysia.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Construct validation of leaders’ motivating language in the context of the hotel industries of Bangladesh and Malaysia

Rabiul

Yean

Patwary

et al. 2021

IJCHM

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Purpose This study aims to validate the motivating language scale developed by Mayfield et al. (1995) in the context of the hotel industries of Bangladesh and Malaysia. Design/methodology/approach For Study 1, data were collected from employees (lower and mid-level) of three to five-star hotels in Bangladesh. Customer-contact employees working in four- and five-star hotels in Malaysia participated in Study 2. Both studies featured a cross-sectional survey design. Findings Factor analysis revealed that both samples provided three-factor solutions for the motivating language scale in both countries. Convergent, discriminant and nomological validity were assessed by testing with outcome variables of motivating language. Research limitations/implications Future studies may use all three versions of the scale (Bengali, Malay and English) to collect data, as all three have been validated. Originality/value By validating the Bengali and Malay versions of the motivating language scale, this study contributes to the leadership language literature, specifically that related to hotel industries in developing contexts.

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Section: Practical Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Construct validation of leaders’ motivating language in the context of the hotel industries of Bangladesh and Malaysia

Rabiul

Yean

Patwary

et al. 2021

IJCHM

View full text Add to dashboard Cite

show abstract

“…The association between KM processes and KWS can be deduced from prior research studies connecting KM and employee satisfaction (Lim et al, 1999;Singh and Sharma, 2011). Moreover, some empirical examinations pertinent to KM factors, precisely knowledge sharing and job satisfaction acquired directly and indirectly (De Vries et al, 2006;Usmanova et al, 2020).…”

Section: Knowledge Management Processes and Knowledge Worker Satisfactionmentioning

confidence: 99%

Catalyzing knowledge management processes towards knowledge worker satisfaction: fuzzy-set qualitative comparative analysis

Sahibzada

Latif

et al. 2020

JKM

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Purpose Constructed upon the knowledge-based view, the purpose of this study is to investigate the interrelationship between internal marketing, knowledge management processes and knowledge worker satisfaction. The study also postulates that specific combinations of internal marketing dimensions and knowledge management processes can lead to improved knowledge worker satisfaction. Design/methodology/approach The study sample is gathered from 248 personnel of Pakistan higher education institutions (HEI’s). The interrelationships are checked through Smart PLS 3.2.8. The fuzzy set qualitative comparative analysis (fsQCA) is used to examine configurational paths for improving knowledge worker satisfaction. Findings The results of the study show that in HEI’s, internal marketing has a substantial influence on knowledge management processes, and knowledge management processes strongly enhance knowledge worker satisfaction. The result from fsQCA reveals multiple configurational paths to improve knowledge worker satisfaction. Originality/value There is a scarcity of research that has explored the association of internal marketing, knowledge management processes and knowledge worker satisfaction. This study attempts to examine their inter-relationships in HEI’s. Methodologically, the study contributes by combining direct and configurational methods to foster the knowledge of organizational (higher education) matters. The use of fsQCA reveals multiple pathways to improve knowledge worker satisfaction and exposes asymmetric relationships between internal marketing and knowledge management processes that lead to knowledge worker satisfaction. The study identifies the interactions among variables that might not be directly obvious via conventional symmetric methods.

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“…In addition, team culture (TC) facilitates innovative work behavior by supporting tacit knowledge sharing [5,6]. TC further creates a strategic commitment among team members, provides better communication in the form of formal or informal social interaction and motivates others, which leads to a better service innovation performance [7].…”

Section: Introductionmentioning

confidence: 99%

“…However, despite the rising recognition of the importance of tacit knowledge sharing to increase IWB in the context of the hospitality industry, there is a lack of academic research. A limited number of previous research has explored the relationship of knowledge sharing with TC and IWB in hotel enterprises [5,6]. Tacit knowledge sharing was not considered in these studies, and instead, knowledge sharing was considered as symbiosis, reputation, and altruism.…”

Section: Introductionmentioning

confidence: 99%

The Nexus between Team Culture, Innovative Work Behaviour and Tacit Knowledge Sharing: Theory and Evidence

et al. 2021

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Tacit knowledge sharing is an essential intellectual capital for frontline employees in hotel enterprises. While the relationship of knowledge sharing with team culture (TC) and innovative work behavior (IWB) was investigated in the extant literature, little is known about the extent to which tacit knowledge sharing affects TC and IWB. In this regard, the purpose of this study is to investigate the role of tacit knowledge sharing in the relationship between TC and IWB. For this purpose, data were gathered from 360 department managers of Turkish 4–5 star hotels. The results were analyzed utilizing Smart PLS 3 using bootstrapping to determine the level of significance of the relationships between tacit knowledge sharing, TC and IWB. The results show statistically significant relationships between tacit knowledge sharing, TC and IWB. Moreover, tacit knowledge sharing has a mediating role in the relationship between team culture and innovative work behavior.

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Impact of knowledge sharing on job satisfaction and innovative work behavior: the moderating role of motivating language

Cited by 49 publications

References 94 publications

Construct validation of leaders’ motivating language in the context of the hotel industries of Bangladesh and Malaysia

Construct validation of leaders’ motivating language in the context of the hotel industries of Bangladesh and Malaysia

Catalyzing knowledge management processes towards knowledge worker satisfaction: fuzzy-set qualitative comparative analysis

The Nexus between Team Culture, Innovative Work Behaviour and Tacit Knowledge Sharing: Theory and Evidence

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