The interaction of situational factors on individual factors and self-development

Learning goal orientation and promotive voice: A moderated mediation model

Drawing on the broaden-and-build theory and trait-activation theory, this study investigates the mediating effect of thriving at work on the relationship between learning goal orientation (LGO) and promotive voice behavior, as well as the moderating effect of intrinsic career growth (ICG) on the relationship between employees’ LGO and thriving at work. Using the two-wave design with a 4-month time lag involving 279 employees, the results demonstrate that employees’ LGO is positively associated with promotive voice behavior by thriving at work. Furthermore, ICG moderates the relationship between LGO and thriving at work. ICG also moderates the mediating effect of thriving at work on the relationship between LGO and promotive voice behavior, such that the mediating effect is only significant when employees perceive high ICG.

Interpersonal conflict at work and knowledge hiding in service organizations: the mediator role of employee well-being

Purpose

This paper aims to explore the effects of interpersonal conflicts in the social workplace on various rationalized, knowledge-hiding behaviors in service organizations. This research also examines employee well-being as a mediator to explain the effects of interpersonal conflicts at work on knowledge-hiding behaviors.

Design/methodology/approach

First, relevant literature provided the theoretical basis for the conceptual model that links the core constructs of this research. A quantitative study collected data from 395 employees of a global consulting firm with a branch located in a developing country. Finally, an analysis of the structural equation modeling with MPlus 7 software tested the measurement and the structural model.

Findings

The results of this study suggest that interpersonal conflict at work influences knowledge-hiding and that employee’s well-being mediates this relationship. In other words, employees strategically choose what knowledge-hiding behaviors to use – such as evasion or “playing dumb” – to cope with the lack of well-being caused by high interpersonal conflicts in the workplace.

Originality/value

Although contextual and individual factors may trigger knowledge-hiding behavior at work, the current literature has overlooked the combined effects of such factors, especially in service settings. Knowledge hiding in service organizations is a weakness that can lead to significant economic losses, especially in firms that are intensively knowledge-based. Thus, it is necessary to identify the antecedents of knowledge-hiding behavior to deter low performance in these organizations.