How ability, motivation and opportunity influence travel agents performance: the moderating role of absorptive capacity

The influence of benevolent leadership on knowledge sharing of postgraduate supervisor: A moderated mediating model

In order to explore the mechanism and boundary conditions of the influence of benevolent leadership on knowledge sharing, we took postgraduate supervisor as participants and constructed a moderated mediating effect model. In this study, a total of 1,083 valid questionnaires were collected by questionnaire method and the confirmatory factor analysis, correlation analysis, regression analysis, and Hayes's PROCESS macro were used to analyze the data. The results show that benevolent leadership positively affects knowledge sharing. Creative self-efficacy mediates the relationship between benevolent leadership and knowledge sharing. Professional identity moderates the relationship between benevolent leadership and creative self-efficacy, when the professional identity is (M - 1 SD) and (M + 1 SD), the moderating effect is significant, while when the professional identity is (M), the moderating effect is not significant. Research stress moderates the relationship between creative self-efficacy and knowledge sharing, when research stress is (M - 1 SD), (M), and (M + 1 SD), the moderating effect is significant. Professional identity and research stress jointly moderated the mediating effect of creative self-efficacy. Professional identity moderated the first half path of the mediating model, while research stress moderated the second half path of the mediating model. When the level of professional identity is high and research stress is high, benevolent leadership has the greatest positive influence on knowledge sharing through creative self-efficacy. When the level of professional identity is low and research stress is high, benevolent leadership has the greatest negative influence on knowledge sharing through creative self-efficacy. This study enriches the relevant research on benevolent leadership and knowledge sharing, explores the conditions and factors that enhance or buffer benevolent leadership, and shows that the best effect can be achieved when the leadership behavior is consistent with the situational factors.

EMPIRICAL EVIDENCE OF FACULTY WELL-BEING AND INNOVATIVE BEHAVIOUR IN THE EDUCATIONAL SECTOR: ASSESSING THE MODERATING ROLE OF ORGANISATIONAL JUSTICE AND INNOVATIVE LEADERSHIP

Innovative behaviour and its antecedents have become very important for higher education institutions (HEIs) and attracted research interest recently. To address this need, the researcher draws on Human relation theory (HRT) and equity theory to examine the impacts of employee well-being (EW) and employee absorptive capacity (EAC) on innovative employee behaviour. The researchers examined the mediating variable of EAC in this study and the moderation effect of organisational justices and innovative leaders. Data were collected and analysed from 239 full-time academic members working within the HEIs in Jordan. The smart partial least square SmartPLS analysis outputs reveal that EW affects EAC, consequently affecting innovative employee behaviour. Surprisingly, innovative leadership behaviour plays a moderating role in the relationship between EAC and IB. Also, organisational justice affects EAC. These findings provide administrators in HEIs about enhancing innovative academic behaviours by assuring well-being through fairness and leader innovative support.

THE EFFECT OF SUPPORTIVE LEADER ON EMPLOYEES’ ABSORPTIVE CAPACITY TOWARDS INNOVATIVE BEHAVIOUR

Innovative behaviour and its antecedents attracted research interest recently. To address this need, the researcher draws on State-Trait Curiosity Inventory and self-determination theory to examine the impacts of work-related curiosity (WRC) and employee absorptive capacity on innovative employee behaviour. The mediating variable of employee absorptive capacity (EAC) was examined. Data was collected and analysed from 292 full-time employees who are working within the service sector in Jordan. The outputs from smart partial least square SmartPLS analysis reveal that WRC effects EAC, which consequently affects innovative employee behaviour. Surprisingly, supportive leadership behaviour was found to play a moderating role in the relationship between WRC and EAC, but it has an inverse effect. These findings provide managers knowledge on how to enhance innovative employee behaviours by encouraging employee curiosity and absorptive capacity.

Knowledge-sharing efforts and employee creative behavior: the invigorating roles of passion for work, time sufficiency and procedural justice

Purpose

Drawing from the conservation of resources theory, this study aims to investigate the relationship between employees’ knowledge-sharing efforts and creative behaviors; particularly, it addresses how this relationship may be invigorated by three resources that operate at individual (passion for work), job (time sufficiency) and organizational (procedural justice) levels.

Design/methodology/approach

Quantitative data were collected through a survey administered to employees in a banking organization in Mozambique.

Findings

The usefulness of knowledge-sharing efforts for stimulating creative behavior is greater when employees feel passionate about work, have sufficient time to complete their job tasks and perceive that organizational decision-making is fair.

Practical implications

The results inform organizations about the circumstances in which the application of employees’ collective knowledge bases, derived from their peer interactions, to the generation of novel solutions for problem situations is more likely to materialize.

Originality/value

By detailing the interactive routes by which knowledge-sharing efforts and distinct resources (passion for work, time sufficiency and procedural justice) promote employee creative behavior, this study extends prior research that has focused on the direct influences of these resources on knowledge sharing and creative work outcomes. It pinpoints the circumstances in which intra-organizational knowledge exchange can generate the greatest value, in terms of enhancing creativity.

Triggering absorptive capacity in organizations: CEO succession as a knowledge enabler

Purpose

The purpose of this paper is to introduce CEO succession (and subsequent TMT turnover) as a knowledge enabler. Focusing on absorptive capacity, an important dynamic capability involving the acquisition, assimilation, transformation and exploitation of knowledge, this paper highlights the role of a new CEO in emphasizing specific facets of the knowledge management (KM) process to fulfill expected strategic mandates.

Design/methodology/approach

This paper presents a conceptual framework that underscores the importance of CEO succession as a knowledge enabler by depicting its influence on the various dimensions of absorptive capacity. To this end, this paper develops an integrated set of propositions that unpack the influence of different types of CEO successions that trigger and enable different KM processes involved dimensions of absorptive capacity.

Findings

The theoretical framework presented in this paper suggests that given a certain succession context (forced or voluntary turnover of predecessor) different types of CEO succession, combined with possible executive turnover, will constitute a reorientation in top management experience and expertise. This will in turn trigger certain dimensions of absorptive capacity (potential or realized), to fulfill specific strategic mandates such as strategic change or strategic continuity.

Research limitations/implications

This paper presents a theoretical framework that underscores the importance of studying CEO succession in conjunction with their influence on different knowledge dimensions of absorptive capacity. CEO succession (and subsequent changes in top management team composition) is suggested to be a knowledge enabler. Based on the context of CEO turnover (forced vs voluntary) and the amount of change undergone in TMT composition, different types of CEO succession (based on their origin) are suggested to have different challenges to overcome and different strategic mandates to fulfill. Fulfilling these strategic mandates will require an emphasis on different facets of the KM process, which is encompassed in the dimensions of absorptive capacity. This will, in turn, resolve questions about which knowledge activities the organization needs to invest its resources in and resources allocation decisions may become easier.

Practical implications

Based on their origin, three kinds of CEO succession have been described in this paper – insider-follower, insider-contender and outsider succession. Each of these types of succession encounter different challenges and are expected to fulfill different kinds of strategic mandates. Accordingly, this paper proposes that each kind of CEO succession trigger and enable the knowledge components of absorptive capacity (knowledge acquisition, knowledge assimilation, knowledge transformation and knowledge exploitation) in different manners. This will in turn, allow firms to prioritize the allocation of resources toward different kinds of knowledge activities related to absorptive capacity.

Originality/value

This paper suggests that the CEO succession event, although broadly discussed in management research, has been overlooked when it comes to KM in organizations. Given that strategic leadership is one of the powerful enablers of organizational practices and outcomes, this paper emphasizes that different types of CEO succession may be able to influence the KM process by enabling the different dimensions of absorptive capacity (potential and realized).