Organizational justice and knowledge sharing behavior

Abstract

Purpose Knowledge sharing (KS) has been consistently acknowledged as a critical factor in the organizational development and the betterment of employees. The purpose of this paper is to extend previous empirical research on KS by testing psychological ownership as an underlying mechanism between the relationship of organizational justice (OJ) and KS behavior in developing country context. The authors also examine the moderating role of perceived organizational support (POS) between psychological ownership and KS behavior. Design/methodology/approach Using a survey questionnaire, data from 348 employees of multinational corporations in Pakistan were used to test the research hypotheses. Findings The results of this research reveal that dimensions of OJ (procedural, distributive and interactional justice) positively influence psychological ownership. In addition, psychological ownership is found as an underlying psychological mechanism between the relationship of OJ and KS behavior. The results also indicate that a higher level of POS strengthens the relationship between psychological ownership and KS behavior. Practical implications Organizations can enhance employees’ sense of psychological ownership by providing them fairness in procedures and resources. Moreover, management can create a perception of equality among the employees which subsequently helps employees engage in sharing their valuable knowledge with their team members and other workers in the organization. Originality/value This research suggests that psychological ownership and POS are important factors which influence the relationship between OJ and KS behavior and it empirically tests this model in a developing country context.

Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

“…In this context, organizational justice plays a critical role. In line with recent available empirical evidence [14,111,112], our results indicate the importance of organizational justice as a direct antecedent of KS. In addition, perceived organizational support and affective organizational commitment also exert direct effects on KS.…”

Knowledge management for improving school strategic planning

“…Teaching experience, rank, and levels of education are not predictors for the knowledge externalization and combination processes, while the collaborative culture does predict the externalization process only. These findings are same as those in the studies of Zhao (2010) and Hameed et al (2019), which reflect that institutionalizing of the SECI mechanism depends on a collaborative culture rather than teacher individual factors. In the Hong Kong school context, almost all the teachers are bachelor's degree holders with teacher-training qualifications.…”

“…To isolate the cultural effect of schools from characteristics of individual teachers, the data structure of this study will be a two-level model with residuals at the teacher level and school level (Hox et al, 2018;Rabe-Hesketh et al, 2009). Although education level, years of experience, and working experience (age) have been found to be uncorrelated with the behaviours for knowledge sharing (Hameed et al, 2019;Zhao, 2010) in multivariate designs, it is still worth testing these factors to identify the existence of the influences from both teacher individual-level and school-level hierarchies on knowledge sharing.…”

Tit for Tat: Abusive Supervision and Knowledge Hiding-The Role of Psychological Contract Breach and Psychological Ownership

“…In addition, the psychological ownership concept is a significant predictor of attitudes, behaviors, and motives at the individual-level in a workplace [28,29]. Avey, Avolio, Crossley, and Luthans [62] investigated psychological ownership and found a positive impact on citizenship behavior, job satisfaction, and commitment, while a negative relation is found with the deviant behavior of employees.…”

“…We argue that employees who felt abused by their supervisors will feel unobligated to benefit their organizations and will hide knowledge, which may decrease organizational effectiveness. Furthermore, prior studies have shown that psychological ownership is an important predictor of individuals' attitudes and behaviors [28,29]. Hence, it can be used as a significant factor for attenuating the relationship between abusive supervision and KH.…”