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Chen M, Mi X, Xue J, Li Y, Shi J. The impact of entrepreneurial team psychological capital on innovation performance: The mediating role of knowledge sharing and knowledge hiding. Front Psychol 2023; 14:1133270. [PMID: 36993891 PMCID: PMC10042384 DOI: 10.3389/fpsyg.2023.1133270] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/28/2022] [Accepted: 02/20/2023] [Indexed: 03/18/2023] Open
Abstract
IntroductionThe important role of psychological capital on corporate innovation has attracted the attention of academics, more and more scholars have conducted related studies. Although most scholars have explored the mechanisms and paths of psychological capital on innovation performance, few scholars have explored the inner relationship between them from the perspective of knowledge management. Based on the knowledge management perspective, We explore the influence effect of the psychological capital of entrepreneurial teams on the innovation performance of startups in the entrepreneurial situation.MethodsWe conducted hypothesis testing using data from 113 Chinese entrepreneurial teams, and conducted reliability analysis, correlation analysis, and regression analysis on the questionnaire data with the help of SPSS software and AMOS software.ResultsThe results showed that (1) entrepreneurial team psychological capital has a significant positive effect on innovation performance of startups; (2) entrepreneurial team psychological capital positively promotes their knowledge sharing behavior and reduces knowledge hiding behavior; (3) entrepreneurial team knowledge sharing and knowledge hiding play a partially mediating role between entrepreneurial team psychological capital and innovation performance of startups; (4)organizational innovation climate plays a moderating role in the influence of entrepreneurial team knowledge sharing and knowledge hiding on the innovation performance of startups.DiscussionThe findings are consistent with the hypothesis model proposed in this paper, indicating that as the psychological capital of entrepreneurial teams increases, the innovation performance of startups can benefit from higher levels of knowledge sharing and lower levels of knowledge hiding.
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Affiliation(s)
- Minling Chen
- School of Economics and Management, Xi’an Shiyou University, Xi’an, China
| | - XueMei Mi
- School of Economics and Management, Xi’an Shiyou University, Xi’an, China
| | - Jing Xue
- School of Economics and Management, Xi’an Shiyou University, Xi’an, China
- *Correspondence: Jing Xue,
| | - Yi Li
- School of Economics and Management, Xi’an Shiyou University, Xi’an, China
| | - Junran Shi
- School of Finance and Public Administration, Yunnan University of Finance and Economics, Kunming, China
- Junran Shi,
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Zyberaj J, Bakaç C, Seibel S. Latent transition analysis in organizational psychology: A simplified “how to” guide by using an applied example. Front Psychol 2022; 13:977378. [DOI: 10.3389/fpsyg.2022.977378] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/24/2022] [Accepted: 10/04/2022] [Indexed: 11/09/2022] Open
Abstract
Demands for more robust designs in organizational research have led to a steady increase in the number of longitudinal studies in organizational psychology (OP) journals. Similarly, the number and ways to analyze longitudinal data have also increased. In this paper, we adopt a relatively new and promising approach to help researchers analyze their longitudinal data in OP, namely latent transition analysis (LTA). We present a simplified guideline on LTA and discuss its role for OP researchers. Moreover, we demonstrate how organizational scholars can use this method with a practical example. In this example, we investigate (a) if there are qualitatively distinct subgroups of employees based on particular patterns of psychological capital (PsyCap) dimensions (i.e., efficacy, hope, resilience, and optimism), (b) if employees stay in these subgroups or transition to other groups over time, and finally, (c) if leader-member exchange (LMX) is associated with this transition. We use LTA to examine these steps in a German sample (N = 180).
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