Impact of intra-group coopetitive incentives on the performance outcomes of knowledge sharing: evidence from a randomized experiment

The Directional Knowledge Sharing Paradigm: A Mixed-Methods Case Study of the Interaction Between Organisational Culture and Intra-Organisational Knowledge Sharing

A partially mixed-methods case study in a Fortune 50 technology company was conducted to delineate the interaction between organisational culture (OC) types (competitive, bureaucratic and clan) and intra-organisational knowledge sharing (KS). This study provided empirical evidence that show differences in KS horizontally (peer-to-peer) and vertically (between direct-report and manager) within an organisation. By focussing on “socialization” adopted from the organisational knowledge creation theory, the iceberg theory and the competing values framework, we addressed an unexamined area within the body of knowledge. Survey data of 82 employees and interview data of 23 employees were analysed. Multivariate analysis of covariance (MANCOVA) was used to analyse the quantitative survey data. The qualitative interview data were analysed through content analysis. A triangulation design was then followed to merge the data through an equivalent status ([Formula: see text]) interpretation to derive meta-inferences. MANCOVA displayed a statistically significant interaction between OC and KS via socialisation. The triangulated results showed that OC types distinctly impacted KS via socialisation with differences between seeking, contributing and the direction of knowledge flow (vertical and horizontal). The empirical evidence shows that organisations must consider the direction of knowledge flow (vertical or horizontal) when enforcing cultural values to drive KS via socialisation. Similarly, researchers should not ignore the directional knowledge sharing paradigm, nor the organisational knowledge creation theory, when examining intra-organisational KS.

I cannot be creative due to my exploitative leader! A moderated mediation interplay of leader–member exchange quality and knowledge hiding

Purpose

With an emphasis on displaced aggression theory and social exchange theory, this study aims to investigate the harmful effects of exploitative leadership (EL) on employee creativity (EC) through the mediating role of knowledge hiding (KH). Moreover, this study examines the boundary effects of leader–member exchange (LMX) to explore conditions under which KH is more or less likely to occur.

Design/methodology/approach

The study employed time-lagged (i.e. three-wave), multisource (i.e. self-rated and peer-rated) research design to collect data from employees working in Pakistani service sector organizations. The study analyzed 323 responses using SMART PLS (v 3.3.3) to assess the measurement model and the structural model.

Findings

The findings reveal that EL is positively related to KH and negatively related to EC. The results also show partial mediating role of KH in the indirect relationship between EL and EC. Besides, the study also found that LMX moderates the positive relationship between EL and KH, and the negative relationship between EL and EC.

Practical implications

The study divulges interesting findings that subordinates at high-quality LMX relationships (i.e. in-group members) are more susceptible to the harmful effects of supervisory unjust treatment than at low-quality LMX relationships (i.e. out-group members). Thus, occurrence context of KH, i.e. EL should be minimized through appropriate organizational interventions.

Originality/value

This study contributes to the leadership and knowledge management literature by testing a hitherto unexplored moderated mediation model.

Leadership styles and employee knowledge sharing: Exploring the mediating role of introjected motivation

Drawing on Social Exchange Theory and Self-Determination Theory, this study examines the impact of three leadership styles (ethical, transformational, and passive avoidant) on employee knowledge sharing. Further, this study explores the mediating effect of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Using time lag data this study employed a sample of 254 faculty members of public sector universities in Pakistan. Results supported the positive relationship between three styles of leadership and employee knowledge sharing. Moreover, our findings confirmed the mediating role of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Our study is unique, as it simultaneously examines how various styles of leadership predict introjected motivation and employee knowledge sharing. Implications along with limitations and future research directions are discussed.

Temporal dimensions of knowledge exchanges in horizontal knowledge networks

Purpose

This study aims to examine reciprocal exchanges in knowledge networks using temporal differentiation of knowledge exchanges. To date, research on horizontal knowledge networks rather overlooks the temporal perspective, which could explain the dynamics of exchange in those networks.

Design/methodology/approach

The paper reports on a study of four horizontal knowledge networks in the UK over a period of 18 months.

Findings

The findings integrate three temporal dimensions of timescale, timeliness and time modalities. The dimensions have implications for the way knowledge is exchanged (or not), which can in turn sustain or stymie productive knowledge exchange in horizontal knowledge networks.

Research limitations/implications

The study encourages researchers to attend to the micro-processes of knowledge exchanges through the integrative framework of temporalities. While this study examined horizontal networks, future research can be extended to analysing temporalities in other types of networks.

Practical implications

It seeks to inspire practitioners to appreciate how the impacts of knowledge networks play out in/over time, and how more effective coopetitive knowledge-sharing environments can be created and sustained by taking differentiated time structures into account.

Originality/value

This study contributes to the knowledge management literature by providing a temporal perspective to understand reciprocal knowledge exchanges in horizontal knowledge networks.