Mediating effects of perceived environment support and knowledge sharing between self-efficacy and job performance of SME employees

Enablers of knowledge sharing for organizational sustainability: proposing a conceptual framework

Purpose

This study aims to propose a conceptual framework describing the relationship between enablers of knowledge sharing (KS) and organizational sustainability.

Design/methodology/approach

An in-depth literature review based on preferred reporting items for systematic reviews and meta-analyses flowchart was conducted to identify the enablers of KS. The study develops a conceptual framework by assimilating enablers of KS on three levels: individual, technical and organizational, to attain organizational sustainability.

Findings

Enablers of KS are beneficial for organizations to enable problem-solving, better and faster decision-making, stimulating creativity and innovation, improved customers’ services and leveraging employees’ talent.

Research limitations/implications

Within organizational structure, KS can be fostered by a culture that encourages employees to generate novel and creative ideas.

Originality/value

The model of KS presented in this study is applicable to organizations in more complex and uncertain contexts, e.g. the postpandemic era to retain and sustain talented employees.

Exploration of the mediating role of physicians' managerial attitude in the relationship between their self-efficacy and workplace performance

PURPOSE

Self-efficacy, or a person's belief in his/her ability to perform specific tasks, has been correlated with workplace performance and role adjustments. Despite its relevance, and numerous studies of it in the management literature, evidence regarding its function in professionals employed in hybrid roles, such as doctor-managers, is lacking. The aim of this study was to fill this gap by exploring the mediating effect of physicians' managerial attitude on the relationship between their self-efficacy and workplace performance.

DESIGN/METHODOLOGY/APPROACH

Primary and secondary data from 126 doctor-managers were obtained from the Italian National Health Service. A structural equation modeling approach was used for analysis.

FINDINGS

This study's results provide for the first time empirical evidence about a surprisingly little-analyzed topic: how physicians' managerial attitude mediates the relationship between their self-efficacy and workplace performance. The study offers important evidence both for scholars and organizations.

PRACTICAL IMPLICATIONS

This study's results provide valuable input for the human resources management of hybrid roles in professional-based organizations, suggesting a systematic provision of feedback about doctor-managers' performance, the adoption of a competence approach for their recruitment, and a new design of doctor-managers' career paths.

ORIGINALITY/VALUE

The authors provide new evidence about the importance of managerial traits for accountable healthcare organizations, documenting that behavioral traits of physicians enrolled into managerial roles matter for healthcare organizations success.

Exploring the effects of small- and medium-sized enterprise employees' job satisfaction on their innovative work behaviours: the moderating effects of personality

Purpose

The purpose is to contribute to the debate on how job satisfaction might influence small and medium-sized enterprise (SME) employees' propensity to engage in innovative work behaviours. The authors examine the relations between job satisfaction and innovative work behaviour and each of its sub-dimensions: idea generation, promotion and realisation. Additionally, the authors explore the potential moderating effects of openness to experience and conscientiousness on the relations between job satisfaction and innovative work behaviour and each of the sub-dimensions of innovative work behaviour.

Design/methodology/approach

Paper-based questionnaires were used to collect data from employees in 28 SMEs located in the Aargau region of Switzerland. All the SMEs were part of the high-tech manufacturing industry. The authors’ hypothesized model was tested using hierarchal regression analysis on a sample of 125 employees.

Findings

Job satisfaction was positively related to innovative work behaviour and to each of its sub-dimensions: idea generation, promotion and realisation. Openness to experience moderated the relationships between job satisfaction and innovative work behaviour and job satisfaction and the sub-dimensions idea generation, idea promotion and idea realisation. However, conscientiousness did not moderate the relationship between job satisfaction and innovative work behaviour, nor between job satisfaction and each of the sub-dimensions of innovative work behaviour.

Practical implications

Findings demonstrate that supportive work environments in SMEs which help develop job satisfaction among employees can have positive effects on the discretionary performances of employees.

Originality/value

Studies that examine relationships between job satisfaction and innovative work behaviours in SMEs are extremely sparse. This study makes novel contributions to this line of inquiry by examining how job satisfaction relates to each of the three sub-dimensions of innovative work behaviour and by exploring the potential moderating roles of two important personality traits in these relationships.

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

Purpose

Encouraging employees to exhibit innovative behaviour at the workplace is the need of the hour. Prior studies reported the impact of organisational justice on innovative behaviour; however, the majority of these studies are from the Western context. Moreover, the underlying mechanism linking these variables, namely, the role of knowledge sharing, is sparse. The purpose of this paper is to examine the mediating role of knowledge sharing in the relationship between organisational justice and innovative behaviour through the lens of social exchange theory in the Indian context.

Design/methodology/approach

Mediation analysis using PROCESS macro was performed on a sample of 288 employees using three structured questionnaires. Participants were recruited from various manufacturing organisations in India. The validity of the hypothesised model was established using AMOS software.

Findings

Organisational justice impacted both knowledge sharing and innovative behaviour. It was also illustrated that knowledge sharing influenced employees’ innovative behaviour. The most important finding is the partial mediation of knowledge sharing in the organizational justice–innovative behaviour relationship.

Originality/value

This study tries to demystify the organisational justice–innovative behaviour relationship by highlighting knowledge sharing as an underlying mechanism. The existing theoretical framework that describes the effects of organisational justice is enriched.