Learning, trust, and creativity in top management teams: Team reflexivity as a moderator

Rong, Pengfei; Li, Chengyan; Xie, Jiaqi

doi:10.2224/sbp.8096

Cited by 14 publications

(9 citation statements)

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“…Previous studies on the mechanism of trust mainly focus on positive aspects such as intrinsic motivation 39 and team reflection. 40 As a matter of fact, the role of perceived leader trust depends on the subjective evaluation of the trusted person. 14 Therefore, this paper explores the mechanism of perceived trust from a new perspective.…”

Section: Discussionmentioning

confidence: 99%

Feeling Trusted or Feeling Used? The Relationship Between Perceived Leader Trust, Reciprocation Wariness, and Proactive Behavior

Ye¹,

Xiao²,

Wu³

et al. 2021

PRBM

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Purpose The prevailing literature on perceived leader trust has focused on its benefits on employees’ work behavior. However, recent researches suggest that the feeling of leader trust also brings strains and work overload. Thus, existing researches have not yielded consistent conclusions about how the “trusted” employees tend to behave after being trusted by their leaders. Integrating the trait activation theory and self-evaluation psychological states, this study develops and tests the double-edged effects of perceived leader trust on proactive behavior through the different mediating roles of employee’s psychological variables. Specifically, we argued that the perceived leader trust effect is dependent on the employee’s reciprocation wariness, which to a large extent determines employees’ response to the perceived leader trust (ie, sense of self-worth and role overload). Methods The study uses a systematic literature review to identify the arguments supporting the relationship between the constructs and propose model. Additionally, this study adopts the multi-source design approach and collects data in a large Housing Construction & Development Company, which comprised 372 valid samples. Besides, hierarchical regression and bootstrapping methods are also employed to test the hypotheses. Results This study reveals that employee’s reciprocation wariness is negatively moderated the relationship between perceived trust and sense of self-worth while positively moderated the relationship between perceived trust and sense of role overload. Moreover, the higher the employee’s reciprocation wariness, the more negative the influence of perceived trust will be on the employee’s proactive behavior via the sense of role overload; on the contrary, the lower the employee’s reciprocation wariness, the more positive the influence of perceived trust will be on the employee’s proactive behavior via the sense of self-worth. Conclusion This study examines the double-edged sword influence of perceived leader trust on employee behavior. It found that perceived leader trust will affect proactive behavior through employees’ subjective evaluation of the leader’s trust. Moreover, employee’s reciprocation wariness plays a moderating role in this relationship. In a word, this paper deeply analyzes the mechanism and boundary conditions of perceived leader trust influencing employees’ psychological state and behavior, contributing to organizational trust and workplace proactive behavior research.

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Section: Discussionmentioning

confidence: 99%

Feeling Trusted or Feeling Used? The Relationship Between Perceived Leader Trust, Reciprocation Wariness, and Proactive Behavior

Ye¹,

Xiao²,

Wu³

et al. 2021

PRBM

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“… Andreeva et al (2021) found that the innovation activities at the enterprise level are largely affected by the external environments and that innovation is the result of interaction and cooperation in many aspects. From the perspective of corporate governance, although TMT does not directly participate in the technological innovation activities of an enterprise, the process of making and implementing the strategic decisions for the enterprise contains the inherent creativities of the executives, and the creative thinking and innovation abilities of TMT members have a profound impact on enterprise strategic innovation and management innovation ( Rong et al, 2019a ). Based on the theory of innovation, this study reveals the relationships between TMT knowledge hiding, TMT creativity, and enterprise innovation performance and provides a new way to understand the change in enterprise innovation performance from the perspective of corporate governance.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…With the increasingly fierce competition, the business environments of the enterprises are becoming more and more complex, making TMT has to face many risks and uncertainty factors in the daily decision-making process. To mitigate the risks in decision-making, TMT must constantly acquire new knowledge from the outside and stimulate team creativity through knowledge sharing among TMT members, so as to realize the decision-making innovation and help the enterprise improve its innovation performance ( Rong et al, 2019a ). However, although some scholars have done the relevant researches on how to acquire knowledge ( Zhang and Ge, 2016 ) and promote knowledge sharing within the TMT ( Sperber and Linder, 2018 ) and proposed to build a knowledge management platform and standardize the knowledge sharing system to promote knowledge sharing, there are still some negative knowledge activities such as knowledge hiding, knowledge avoidance, and knowledge retention within the TMT, bringing about a profound impact on the decision-making process of TMT and enterprise innovation performance ( Evan et al, 2015 ).…”

Section: Introductionmentioning

confidence: 99%

Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

Rong

Liu

2021

Front. Psychol.

Self Cite

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Top management team (TMT) knowledge hiding, which is not only related to the normal operation of the team but also closely related to enterprise innovation performance, has been paid little attention to in the previous studies. Based on the theories of upper echelons, knowledge management, and innovation, this study proposed a moderated mediation model to research how TMT knowledge hiding affected enterprise innovation performance. In this model, TMT knowledge hiding was the independent variable, TMT creativity was the mediating variable, enterprise innovation performance was the dependent variable, and team competitive climate was the moderating variable. MPLUS7.0 was used for the CFAs to evaluate the discriminate validities of the key variables, and SPSS 22.0 was used to calculate the descriptive statistics, analyze the correlations between variables, make the multiple regression analysis, and process the data obtained from 612 executives in 53 TMTs. The results showed that TMT knowledge hiding had a significant negative impact on enterprise innovation performance; TMT creativity had a partial mediating effect between TMT knowledge hiding and enterprise innovation performance, and team competitive climate had a moderating effect on the relationship between TMT knowledge hiding and TMT creativity. These research results fill up the gap of the theoretical research in TMT knowledge hiding and provide scientific guidance to reasonably reduce or eliminate the phenomenon of TMT knowledge hiding and improve enterprise innovation performance.

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“…The intention to share valuable organizational knowledge with a coworker is likely to be heavily influenced by emotional relationships. Several studies have highlighted the importance of trust developed through close personal relationships (Rong, Li, & Xie, 2019). For instance, Le and Lei (2018) found that trust can improve the level of knowledge sharing within the organization.…”

Section: Organizational Links and Knowledge Sharingmentioning

confidence: 99%

The Longitudinal Empirical Study of Organizational Socialization and Knowledge Sharing – From the Perspective of Job Embeddedness

Yang

Chen

2020

IJIKM

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Aim/Purpose: Based on the social exchange theory, this study aimed to explore the underlying mechanisms and boundary conditions between organizational socialization and knowledge sharing. Background: With the advent of the era of the knowledge economy, knowledge has been replacing traditional resources such as capital, labor, and land to become the critical resources of enterprises. The competitiveness of an organization depends much on the effectiveness of its knowledge management; the success of its knowledge management largely relies upon employees’ motivation and willingness to engage in knowledge sharing. Methodology: This study is a longitudinal analysis of data collected from 281 newcomers in Chinese enterprises at two-time points with a one-month interval. Structural equation modeling (SEM) was conducted to test hypotheses by calculating standardized path coefficients and their significance levels. Contribution: The study examined models linking organizational socialization and knowledge sharing that included organizational links and sacrifice as mediators and trust as a moderator. Findings: Results show that the influences of organizational socialization on knowledge sharing change regularly over time. In the role management stage, coworker support and prospects for the future impact the practices of knowledge sharing through links and sacrifice. Moreover, the findings show that trust moderates the effect of links and sacrifice on employees’ knowledge sharing. Recommendations for Practitioners: This study can help enterprises develop targeted human resource management strategies, improve the degree of job embeddedness within the organization, and thus encourage more knowledge sharing among employees. Recommendation for Researchers: First, researchers could pay attention to more underlying mechanisms and boundary conditions in the relationship between organizational socialization and knowledge sharing. Second, focusing on specific cultural context and dimension of concepts may provide a new insight for the future study and help add greater theoretical precision to knowledge sharing. Impact on Society: First, this study suggests that coworker support and prospects for the future improve knowledge sharing within the organization. Second, understanding how job embeddedness (organizational links and organizational sacrifice) acts as a mediator enhancing knowledge sharing, managers should consider raising their attachment relationship to organizations from two aspects: links and sacrifice. Third, knowledge sharing takes place in a team-oriented context, where the success of the team requires high-quality relationships among individual team members within the team as a whole. Future Research: Researchers in the future should employ experimental research design or utilize longitudinal data to ensure that the findings reveal causation. In addition, future research can investigate how the initial level and later changes of organizational socialization are associated with knowledge sharing beyond the observational scope of traditional cross-sectional and lagged research designs.

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Learning, trust, and creativity in top management teams: Team reflexivity as a moderator

Cited by 14 publications

References 0 publications

Feeling Trusted or Feeling Used? The Relationship Between Perceived Leader Trust, Reciprocation Wariness, and Proactive Behavior

Feeling Trusted or Feeling Used? The Relationship Between Perceived Leader Trust, Reciprocation Wariness, and Proactive Behavior

Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

The Longitudinal Empirical Study of Organizational Socialization and Knowledge Sharing – From the Perspective of Job Embeddedness

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