Interpersonal trust and employee knowledge sharing behavior

The effect of workplace bullying on knowledge sharing of the employees in scientific and technological enterprises: a moderated mediation model

PURPOSE

This study aims to understand how workplace bullying affects knowledge sharing among employees in Chinese scientific and technological enterprises.

METHODOLOGY

A convenience sampling method was employed to survey 275 employees from scientific and technological enterprises of Yangtze River Delta, China. The survey utilized a general information questionnaire, a workplace bullying scale, an organizational belonging scale, a knowledge sharing scale, and a forbearance scale. A moderated mediation model was set up, and the hierarchical regression and the bootstrapping method were applied.

FINDINGS

The empirical results indicated that workplace bullying has a negative effect on the knowledge sharing, and organization belonging has played mediating effect. Furthermore, Forbearance not only moderated the effect of workplace bullying on organizational belonging, but also moderated the mediated effect of organization belonging, and the effect will be stronger when employees are at a lower level of forbearance.

IMPLICATIONS

This study offers important implications for scientific and technological enterprises. The findings imply that enterprises should discourage person-related workplace bullying to increase employees' intention to engage in knowledge-sharing behavior. Moreover, the manager of these firms should develop a culture of family so that they can care for the organization belonging.

Perceived Overqualification at Work: Implications for Voice Toward Peers and Creative Performance

Drawing on the conservation of resource theory, we examined the effect of perceived overqualification on the creative performance via voice toward peers, and how the peer group perceived overqualification moderates the relationship between perceived overqualification and creative performance. We tested this proposal using three waves of lagged data collected from 206 company employees in Shandong Province, China. The results revealed that peer group perceived overqualification moderated the indirect effects of perceived overqualification on creative performance such that there was positive indirect effect via voice toward peers when peer group perceived overqualification is high and negative indirect effect via voice toward peers when peer group perceived overqualification is low. The implications, limitations, and future directions of these findings were discussed.