Investigating the effects of psychological empowerment and interpersonal conflicts on employees’ knowledge sharing intentions

Network Analysis of Psychological Empowerment, Need for Cognition, and Academic Self-Efficacy among Graduate Students

The present study employed network analysis to explore the interrelationships between academic self-efficacy, psychological empowerment, and the need for knowledge at the symptom level among graduate students. Three hundred fifty-three graduate students from King Faisal University, Hofuf, Saudi Arabia (63.5% male, 72.2% in the 25-35 age range) completed the Psychological Empowerment Scale, Need for Cognition Scale (NCS), and Academic Self-Efficacy Scale as self-report measures. Different R-Studio programming software packages, such as "graph," "network tools," and "botnet," were used to analyze the current study's data. The most central node on the network analysis was Self.2 (history of success/failure), with the greatest betweenness (2.18), closeness (1.84), and strength (1.86). This node showed that it was essential for connecting other variables, despite having an expected negative effect (-0.37). Then there was also Psy.4 (impact), which showed a high centrality of betweenness 1.13 and closeness 1.29. Indeed, positive edges for Self.2 (previous successes/failures) and MB (Need for Cognition) (edge weight 0.37) clearly showed that good past experiences increased cognitive activity. A Bridge Betweenness of 10 was the most significant bridge node (Self.4 (university behavior) in the bridge analysis), linking network elements. Bootstrapped confidence intervals proved that these connections remained stable, ensuring the network was robust over resamples. Enhancing graduate students' self-efficacy and psychological empowerment, particularly through positive past experiences, could improve their academic performance and cognitive engagement. Future research should explore the implications of these findings for designing interventions to foster academic success.

Psychosocial hazards and work-life balance: the role of workplace conflict, rivalry, and harassment in Latvia

Background

Even though the link between the psychosocial work environment and work-life balance (WLB) has been thoroughly researched, there is limited evidence evaluating the impact of workplace violence, sexual harassment, conflicts, and rivalry on WLB.

Methods

A cross-sectional study was conducted among 2,471 respondents in Latvia from December 20, 2021, to July 14, 2022. WLB was measured through a survey question assessing the frequency of work-life imbalance, with responses categorized into dichotomous variables. The study evaluated the association between the selected workplace psychosocial hazards (conflicts, rivalry, psychological abuse, physical abuse, and sexual harassment), work characteristics, socio-demographic factors, and WLB by using binomial logistic regression.

Results

Our study reveals a significant lack of WLB among Latvian employees. A striking one-third of the respondents (30.9%, n = 762) reported experiencing this imbalance. The odds of WLB decrease with age, with the youngest age group having twice the odds compared to the oldest age group. Lower education levels and lower income groups also show significantly lower odds of WLB. Notably, those who have experienced selected workplace psychosocial hazards, such as sexual harassment or psychological abuse, have five- and three-times higher odds of work-life imbalance (aOR = 4.90 with 95% CI 2.06-11.67 and aOR = 3.47 with 95% CI 2.75-4.35, respectively). All types of conflicts at work significantly increase the odds of a lack of WLB. Our findings also indicate that WLB varies depending on various work characteristics, such as job position, work sector, company size, length of service, and remote or on-site work.

Conclusion

Our study highlights the importance of addressing WLB in the context of workplace conflicts, rivalry, violence, and harassment. It provides indirect evidence favoring leadership quality and manager training instead of employee training in diminishing psychosocial hazards. Practical implications include prioritizing leadership development programs focusing on conflict resolution and fostering a supportive organizational culture to improve employee WLB.

The psychological empowerment and quality of work life among Jordanian primary care nurses and midwives

Introduction

The healthcare industry, particularly in the context of primary care, presents various challenges to nurses and midwives, influencing their psychological empowerment (PE) and quality of work life (QWL).

Objective

This study's objective is to assess the levels of PE and QWL among Jordanian primary care nurses and midwives and explore the relationship between PE and QWL.

Methods

Utilizing a descriptive correlational design, the study included 273 Jordanian primary care nurses and midwives through convenience sampling. The Psychological Empowerment Instrument and Brook's Quality of Nursing Work Life Survey were used to measure PE and QWL. Data was analyzed using descriptive statistics to describe the study participant's characteristics and inferential analysis such as Pearson correlation, and multiple regression to examine relationships and identify predictors of study variables.

Results

The study found that the QWL scale had high reliability (Cronbach's alpha = 0.954), and similarly, the PE scale demonstrated strong reliability (Cronbach's alpha = 0.948). Moving on to the core findings, significant positive correlations were identified between PE and QWL, with a correlation coefficient of r = 0.568 (p < 0.01), indicating that higher levels of psychological empowerment were associated with better quality of work life. Furthermore, the regression analysis revealed that PE accounted for approximately 32.3% of the variability in QWL scores. Interestingly, participants holding diplomas reported the highest QWL scores (mean = 136.14), while those contemplating leaving the nursing profession displayed significantly lower QWL scores (mean = 114.14). No significant correlations were found between PE and sociodemographic variables such as age, income, and years of experience.

Conclusion

This study reveals a crucial need to enhance PE and QWL. Key findings show moderate PE and QWL levels, with variations based on educational background and workplace. The positive correlation between PE and QWL identifies the benefits of fostering empowerment through professional development, job autonomy, and decision-making. These insights are vital for improving nursing practice and policy and enhancing nurse satisfaction and patient care.

Workplace conflicts and knowledge hiding: Mediating role of relational psychological contract breach

This study explains workplace conflicts (interpersonal and task-related) as antecedents of knowledge-hiding behaviors. Moreover, a relational psychological contract breach is a mediator between workplace conflicts and knowledge-hiding behavior. For empirical evidence, data were collected from research and development institutions in Pakistan. The results confirm the significant association between conflicts and knowledge-hiding behaviors and the mediating role of relational psychological contract breach. The objective of this study is to investigate the impact of workplace conflicts (interpersonal conflict and task-related conflict) on knowledge-hiding behaviors (evasive hiding, playing dumb, and rationalized hiding). Besides, a relational psychological contract breach is used as a mediator between workplace conflicts and knowledge-hiding behaviors. By using a simple random sampling technique and time lag strategy, the data were collected from 408 employees working in research and development institutions in Pakistan. For analyses, this study employed partial least squares structural equation modeling statistical technique by using SmartPls-3 software. The results of the study confirm the significant relationship between workplace conflicts and knowledge-hiding behaviors. Relational psychological contract breach also significantly mediates the relationship between conflicts and knowledge-hiding behaviors. However, this study found an insignificant association between interpersonal conflict and evasive knowledge hiding.

Why Does the Impact of Psychological Empowerment Increase Employees' Knowledge-Sharing Intention? A Moderated Mediation Model of Belonging and Perceived Organizational Support

This study examines the role of a sense of belonging in the relationship between the impact of psychological empowerment (PE) and employees' knowledge-sharing intention (KSI). The research finding based on a survey sample of 422 full-time employees collected in South Korea reports that a sense of belonging is a key mediator that translates the effect of an employee's perceived impact on the work environment into their KSI. The moderated mediation model shows that the mediating effect of a sense of belonging is more significant when employees perceive that organizational support is high. This study advances the literature on employee motivation and knowledge sharing by offering insights into the role played by employees' sense of control and influence (i.e., impact) in developing social connections, which in turn influence their intention to share knowledge.

Revisiting the determinants of knowledge-sharing behavior in organizations: a meta-analytic structural equation model application

Purpose

The existing literature on knowledge-sharing (KS) behavior in the organizational context demonstrates that there is diversity, if not divergence, in understanding KS. Thus, this paper aims to integrate social cognitive theory and social exchange theory to construct a research model for determining the incentive for knowledge sharing among individuals in organizations based on past empirical results.

Design/methodology/approach

Accordingly, the methodology adopted in this study is the meta-analytic structural equation modeling based on the data gathered from 78 studies (80 samples, n = 29,318).

Findings

The most significant predictors of KSB were organizational support and social interaction ties, whereby KS intention and attitude were most optimally predicted by organizational commitment, knowledge self-efficacy, social interaction ties, organizational expectancy and reciprocal benefit. This study carried out a moderation analysis to look into potential causes of inconsistent results.

Originality/value

This meta-analysis shows the most influencing factors that trigger KSB in organizations. Moreover, this study clarifies the possible reasons for the inconsistent findings of the previous studies. Thus, it contributes to the KS literature.

Exploring the underlying mechanism between fear of losing power and knowledge hiding

Introduction

Drawing on the assumptions of approach/inhibition theory of power and conservation of resource of theory, this study aims to empirically explore the relationship between fear of losing power and knowledge hiding. To explicate the relationship, this study examines the mediating role of self-serving behavior and moderating role of personal competitiveness.

Methods

To evaluate the relationships, a moderated-mediation model is devised and tested. Data is collected through a web-based questionnaire from 194 individuals employed in both manufacturing and service sector firms of Pakistan. Multiple statistical software packages are used to analyze the data.

Results

After employing several statistical techniques, the findings of the study suggest that self-serving behavior fully mediates the link between fear of losing power and knowledge hiding. Moreover, the result of two-way interaction reveals that personal competitiveness further amplifies the indirect relationship between fear of losing power and knowledge hiding through self-serving behavior.

Discussion

The present study is one of those few types that investigates and uncovers the hidden links between fear of losing power and knowledge hiding. Lastly, theoretical, and practical implications along with future research directions are discussed.

Knowledge sharing through empowering leadership: the roles of psychological empowerment and learning goal orientation

Purpose

Knowledge sharing has become necessary for organizations as it is a source of competitive advantage. Therefore, this study aims to investigate how empowering leadership through psychological empowerment encourages employees’ knowledge-sharing (KS) behavior. This study further explores the moderating role of learning goal orientation (LGO) between psychological empowerment and KS behavior.

Design/methodology/approach

This study collected data from 423 employees working in manufacturing and service organizations in two waves on convenience basis to tackle common method variance. The data were analyzed through structural equation modeling.

Findings

The results revealed that empowering leadership helps employees modify their KS behavior both directly and indirectly in the presence of psychological empowerment. Moreover, individuals high in LGO are more likely to involve in KS behavior when psychologically empowered.

Research limitations/implications

This study used a cross-sectional design and suggests management focus on their working environment to enhance knowledge sharing among employees, which is possible through empowering leaders. The study further suggests management not ignore individual attributes during recruitment.

Originality/value

Drawing upon job characteristics model and social exchange theory, this study explores the mediating role of psychological empowerment between empowering leadership and KS behavior and the moderating role of LGO on the association between psychological empowerment and KS behavior.

The influence of real estate brokers' personalities, psychological empowerment, social capital, and knowledge sharing on their innovation performance: The moderating effect of moral hazard

This study proposed and examined a conceptual framework on the influence of real estate brokers' personalities, psychological empowerment, social capital, and knowledge sharing on their innovation performance, and used moral hazard as a moderating variable. We used structural equation modeling (SEM) for data analysis and estimation. The participants were real estate brokers in Kaohsiung City. A total of 1,000 questionnaires were administered to 100 branch offices of real estate companies, 571 of which were later recovered from 80 branch offices. After removing 52 for being invalid, we were left with 519 valid questionnaires, indicating a 51.9% recovery rate. The empirical results suggest that the real estate brokers' personalities and psychological empowerment positively and significantly influence social capital; personality and psychological empowerment also positively and significantly influence their innovation performance; and social capital significantly influences knowledge sharing, which in turn positively and significantly influences the brokers' innovation performance. In environments with higher levels of moral hazard, the influence of social capital on the brokers' knowledge sharing is significantly diminished.

Improving Knowledge-Sharing Intentions: A Study in Indonesian Service Industries

Managers of service firms should improve the knowledge-sharing intentions among employees to obtain knowledge stored in them and use it to provide better services to customers. Across types of organizations, especially professional bureaucracies and operating adhocracies, one question is whether service firms can use the same information technology infrastructure strategy to improve workers’ knowledge-sharing intentions. To address this question, 347 respondents working in service industries participated in this study, and focus group discussions were conducted among representatives of those firms to produce better interpretations of statistical results. Findings suggest a weak but significant relationship between information technology infrastructure and knowledge-sharing intentions. While entering a new normal period after the COVID-19 pandemic, effective information technology infrastructures appear to represent a natural and ordinary facility. Despite operating in disparate organization types, managers in both professional bureaucracies and operating adhocracies should build trust and relationships with workers to increase knowledge-sharing intentions.

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.

The Effect of Cultural Intelligence, Conflict, and Transformational Leadership on Decision-Making Processes in Virtual Teams

The rapid development of information and communication technology (ICT) has resulted in several improvements in diverse aspects of the organizational structures, including the introduction of virtual teams (VTs). Organizations rely on VTs since they bring a lot of benefits, such as the enhancement of organizational performance. However, effective VTs cannot exist without the proper implementation of decision-making processes. There is a lack of scientific research that attempts to understand the factors affecting decision-making processes in VTs. Studies in this area have only been conducted in the United States and Europe. However, such research has not been conducted in the Middle East, where specific scientific solutions are still required to improve the performance of VTs. Therefore, this study is conducted in the Middle East to gain scientific knowledge on this region’s specificity. Thus, the objective of this study is to identify the factors that affect VT decision-making processes. An online survey was used to collect data (Google forms) from companies in the IT industry in UAE, which are engaged in VTs. A literature review, survey methods, and structural equation modeling were used. The results showed that culture intelligence (CQ), transformational leadership (TL), and task conflict have a positive effect on VT decision-making processes, and relationship conflict has a negative impact on VT decision-making processes, which provides the management teams with a guideline on what to concentrate on in the measuring and enhancement of the effectiveness of VT decision making.

Knowledge Sharing Among Healthcare Practitioners: Identifying the Psychological and Motivational Facilitating Factors

There exists a lack of an understanding of how to facilitate knowledge sharing (KS) behaviors in healthcare organizations. This study is among the first to specifically address this issue through synthesizing psychological ownership (PO), self-determination theory, and psychological empowerment (PE) theory. This study developed a research model that described the impact of the psychological and motivational facilitating factors, including autonomous motivation, user PE, and PO on knowledge sharing intention (KSI) and knowledge sharing behavior (KSB). Data collected from 343 healthcare professionals were analyzed using the technique of partial least squares (PLS) to validate the research model. The results indicated that user PE, organization-based PO, and autonomous motivation all had significant direct/indirect positive effects on KSI and KSB as we hypothesized. Surprisingly, knowledge-based PO had a significant positive effect on KSI, which contradicted our original hypothesis. The implications for theory and for practice, limitations, and future research directions are discussed accordingly.

Enhancing employees’ creativity through entrepreneurial leadership: can knowledge sharing and creative self-efficacy matter?

Purpose

This study aims to examine knowledge sharing as an explanatory variable between entrepreneurial leadership and employee creativity. The authors further examined the moderating role of creative self-efficacy between knowledge sharing and employee creativity.

Design/methodology/approach

The authors collected data from 307 employees and their immediate supervisors working in IT-based organizations.

Findings

The authors noted that entrepreneurial leaders positively affect employees’ creativity and knowledge sharing positively explains this association. The authors further noted individuals high in creative self-efficacy strengthen the association between knowledge sharing and employee creativity.

Research limitations/implications

The authors used a cross-sectional design to collect data that may restrict causality. Still, the study suggests management learn, develop and implement entrepreneurial skills that foster knowledge sharing to enhance creativity. In addition, hiring individuals with creative self-efficacy would further encourage creativity.

Originality/value

Drawing upon social exchange theory, the authors are first to examine knowledge sharing as a mediating mechanism between entrepreneurial leadership and employee creativity. In addition, the authors examined creative self-efficacy as a conditional variable on the association between knowledge sharing and employee creativity.

Impact of Knowledge Sharing on Sustainable Performance: Mediating Role of Employee’s Ambidexterity

The prime objective of the current study is to examine the impact of knowledge sharing and employee ambidexterity on the sustainable performance of manufacturing firms operating in the KPK province of Pakistan. In addition to this, the study has examined the mediating role of employees’ ambidexterity in the relationship between knowledge sharing and sustainable performance. The final sample included 240 respondents, which represented a response rate of 68%. The study employed SEM-PLS for data analysis. The results indicate that the employee’s ambidexterity fully mediates between knowledge sharing and sustainable performance. Knowledge sharing appears as a significant determinant of employees’ ambidexterity and sustainable performance. Meanwhile, the employee’s ambidexterity also has a positive and significant relationship with sustainable performance. In the field of Management Sciences and other disciplines, knowledge sharing is considered a significant field of study. Globally, very little research has targeted these variables. This research offers conceptual highlights for developing the influence of knowledge sharing on the sustainable performance of employees particularly in the manufacturing sector.

Motivational antecedents, employee engagement and knowledge management performance

Purpose

This paper aims to investigate the causal relationships between organisational practices, employee knowledge management (KM) engagement and organisational KM performance.

Design/methodology/approach

Following a quantitative research approach, an online survey of 536 knowledge workers from multinational knowledge-based organisations located in Sri Lanka was carried out. The data were analysed with structural equation modelling.

Findings

Teamwork, reward structure, learning, performance management and employee empowerment are found to be motivational antecedents of KM engagement while, subsequently, organisational KM performance is affected by employee KM engagement.

Research limitations/implications

The findings of this study are based on the use of five key organisational practices derived from the literature. Further research is needed to establish whether the findings extend to other organisational practices such as resourcing strategy, organisational culture and communication. Further, the sample for this research comprised knowledge workers in Sri Lankan organisations which limit the generalisability of the findings.

Practical implications

Teamwork, rewards structure, learning, performance management and employee empowerment are organisational practices that foster employee KM engagement. Organisational practices and employee KM engagement are imperative for the organisational success of KM initiatives.

Originality/value

This research introduces the term KM engagement as the indicator of individual-level KM success and integrates the sequential linkage between individual-level KM outcomes (i.e. KM engagement) and organisational KM outcomes (KM performance) which has not yet been investigated.

The effect of contract completeness on knowledge leakages in collaborative construction projects: a moderated mediation study

Purpose

Organizational networking has been acclaimed as a useful tool for knowledge transfer. However, the demerit associated with knowledge transfer is the leakage of commercially valuable information/knowledge. The purpose of this paper is to empirically establish a useful framework for helping collaborative projects reduce potential knowledge leakages.

Design/methodology/approach

The study applies a hybrid methodology to collect data. Postulates are tested through SPSS 23 and Process Macro 3.0 model 7.

Findings

The study finds that knowledge leakage is negatively influenced by contract completeness. Contract completeness has a positive effect on trust and a negative effect on distrust. Partner’s learning intent moderates the relationship of contract completeness with trust and distrust. Trust and distrust negatively mediate the relationship between contract completeness and knowledge leakage.

Research limitations/implications

The study contributes to the theories of information processing and knowledge management by empirically stating how contract completeness, an organizational structure, supports knowledge management under the influence of partner’s opportunism. The study sees positivism in distrust and explains how practitioners maintain an observatory eye on partner’s opportunism by virtue of distrust ultimately adding value to the distrust literature.

Originality/value

The conceptual framework is novel because this is the first attempt to investigate the moderation effect of partner’s opportunism on the relationship of contract completeness and relational factors; and the mediation effects of trust and distrust between contract completeness and knowledge leakage.

How does mobile social media affect knowledge sharing under the “Guanxi” system?

Purpose

The purpose of this paper is to explore the impact of mobile social media functions on explicit and implicit knowledge sharing under the “Guanxi” system based on the framework of stimulus–organism–response (SOR).

Design/methodology/approach

Combined with Guanxi theory, this paper designs an experiment to collect data from the new product development (NPD) teams.

Findings

Interestingly, the results show that the effect of social media communication function on employees is greater than the impact of collaboration on employees. Specifically, on the one hand, the more employees communicate in social media, the better their feelings will be, the less they will share knowledge. On the other hand, the collaboration function has a significantly negative impact on the psychological factors of employees. Excessively close cooperation and contact may instead create a contradiction between the employees, which is not conducive to the occurrence of knowledge sharing.

Originality/value

This paper extends SOR framework by combining Guanxi theory to examine the relationship between social media functions and knowledge sharing behavior (KSB). In practical, companies should pay attention to the frequency of employee using social media when it is introduced for NPD teams to control the negative influence of social media functions on employee KSB.

The Influence of Negative Workplace Gossip on Knowledge Sharing: Insight from the Cognitive Dissonance Perspective

Increasing attention is drawn to the effect of workplace gossip on the organization. Negative workplace gossip is a negative evaluation of others behind their back in the workplace. Based on the cognitive dissonance theory, the study explored the relationship between negative workplace gossip and knowledge sharing, through the mediation of organizational trust and the moderation of self-efficacy. The regression results of a two-stage questionnaire survey on 173 Chinese employees suggested that negative workplace gossip negatively influenced employees’ knowledge sharing through organizational trust. Additionally, findings also showed that self-efficacy moderated the mediation of organizational trust in the relationship between negative workplace gossip and knowledge sharing. This research provided a new theoretical perspective on the impact of workplace gossip, which has management implications for informal communication and team-building.

The Effect of Conflict and Knowledge Sharing on the Information Technology Project Team Performance

The existent literature lacks papers that explored the proposed model, which examines how process, relationship, and task conflict impacts knowledge sharing and the subsequently perceived team performance in the information technology (IT) development process. The proposed research model adds knowledge sharing to prior studies that explored how the types of conflict impacted team performance. The hypotheses were tested using a field survey, which was distributed to IT project team members. While team members who experience task conflicts tend to share more knowledge and perform better, members who experience more process or relationship conflicts are less likely to share knowledge, and the team performance is also impacted. The results offer insights to explain how the different types of conflict can affect knowledge sharing and subsequently group processes within IT project teams and, ultimately, improve or degrade performance.