Organizational social activities and knowledge management behaviors: An affective events perspective

Abstract

Research indicates that relationship‐oriented HR practices can increase organizational knowledge, yet we know little about the effects of relationship‐oriented HR practices on employee knowledge management behaviors. Drawing from affective events theory, we examine the indirect effect of participation in one type of relationship‐oriented HR practice (i.e., organizational social activities) on three knowledge management behaviors (i.e., knowledge sharing, knowledge hiding, and knowledge manipulating) via positive affect, as well as the conditional indirect effect of intrinsic motivation for organizational social activities on these relationships. Utilizing a time‐separated field study (n = 163), our analysis reveals positive affect fully mediates the relationship between participation in organizational social activities and (a) knowledge sharing and (b) knowledge hiding, and partially mediates the relationship between participation in organizational social activities, and (c) knowledge manipulating. Most interestingly, we unexpectedly found a positive direct effect of participation in organizational social activities on knowledge manipulation, even though the indirect effect via positive affect was negative. The results also indicate that, for individuals with high intrinsic motivation for social activities, there is a significant indirect effect of participation in organizational social activities on all three knowledge management behaviors.

“The old order Changeth!” Building sustainable knowledge management post COVID-19 pandemic

“…It has been suggested that extensive training and mentoring increase interactions, build relationships and create a common language among employees resulting in knowledge sharing and cooperation (Kuvaas et al , 2012). Adopting all of these socialization processes varied significantly among employees, as some experience positive affective experiences, which promote their knowledge-sharing behaviors (Good et al , 2022). Many organizations with robust and well-established KM systems indicated that a culture of trust and sharing, enabled by technology and leadership recognition, increased motivation for socialization and knowledge sharing:…”

Lecturers' interpersonal trust in peers, job performance, and OCBI: examining the mediating role of positive affect during the Covid-19 pandemic utilizing the PLSe2 estimator

“…The theory additionally elucidates the roles of work environment features and personality traits in this process (Redmond, 2007). Being more specific, affective states have a direct effect on affect-driven behaviors and an indirect effect on judgment-driven behaviors via attitudes (Good et al. , 2023).…”

“…The theory additionally elucidates the roles of work environment features and personality traits in this process (Redmond, 2007). Being more specific, affective states have a direct effect on affect-driven behaviors and an indirect effect on judgment-driven behaviors via attitudes (Good et al, 2023). Although the AET has been widely applied across several research disciplines such as hospitality management (Lam and Chen, 2012) and service providers (Dudenh€ offer and Dormann, 2013), there is a significant gap in higher education research when it comes to thoroughly examining lecturers' affective states as the primary catalyst for their affect-driven behaviors, utilizing advanced methodological and analytical approaches.…”

Knowledge-sharing hostility, knowledge manipulation, and new product development performance

“…However, operators still strategically choose knowledge sharing, which objectively makes individuals improve their innovation performance and increases their traditional role in new product development technology, product meaning, and markets. In other words, appropriate knowledge manipulations can enhance recent product development performance in design and development (Donate and Pablo, 2015 ; Good et al, 2022 ).…”