Psychological Well-Being, Knowledge Management Behavior and Performance: The Moderating Role of Leader-Member Exchange

Enhancing Job Performance: The Critical Roles of Well-Being, Satisfaction, and Trust in Supervisor

This empirical study investigated the associations between psychological well-being, job satisfaction, trust in supervisor, and job performance. Data were collected from 277 company employees in Bahrain through online questionnaires and analyzed using structural equation modeling (SEM). The purpose of the study is to examine the relationships between psychological well-being, job satisfaction, trust in supervisor, and job performance through the use of a theoretical framework that synthesizes prominent models in the field of organizational psychology. The research findings indicate a positive influence of psychological well-being on both job satisfaction and job performance. Notably, job satisfaction plays a mediating role in the relationship between psychological well-being and job performance. The study contributes to the existing body of knowledge by offering an integrated approach to examining the intricate connections between psychological well-being, job satisfaction, trust in supervisor, and job performance, which all are crucial for creating a sustainable workplace environment and outcomes. Practical implications highlight the need for organizations to prioritize employee psychological well-being through initiatives such as wellness programs and supportive work environments, as these initiatives directly influence job satisfaction and performance. Job satisfaction acts as a significant mediator, emphasizing the importance of fair compensation, recognition, and professional development in enhancing job satisfaction.

Innovation ambidexterity and knowledge redundancy: The moderating effects of transactional leadership

Entering the challenging and promising knowledge era, it is clear that enterprises should leverage knowledge management activities in improving innovation performance to maintain competitive advantages. This study sheds light on the improvement path of innovation ambidexterity (i.e., exploratory and exploitative innovation) from the perspectives of knowledge redundancy and typical leadership style. It is noted that we determined the research theme through quantitative analysis and conducted qualitative analysis through 209 questionnaire data collected from respondents in different regions and industries in China. The empirical results indicated that knowledge redundancy significantly improves exploratory and exploitative innovation, and transactional leadership negatively moderates the above relationships. This study is of managerial implications to encourage employees to fully master and apply the existing knowledge to strengthen their innovation abilities in value creation. We also contribute to the theories pertaining to knowledge management, innovation, and ambidexterity by providing a deeper understanding of the influencing mechanism of knowledge redundancy in innovation ambidexterity while elaborating on the indirect effects of transactional leadership.

How Knowledge-Hiding Behavior Among Manufacturing Professionals Influences Functional Interdependence and Turnover Intention

Objectives: Knowledge hiding is inappropriate behavior of employees at the workplace that makes the entire organization suffer a subtle yet significant loss. Lack of sharing makes the journey of learning an arduous process. This, in turn, gives rise to a series of uncivil behaviors, hence resulting in a decrease of functional interdependence (FI). The cascading result toll is a turnover intention (TI), resting only after turnover—an actual separation from the employer. Statistical analysis of the empirical data collected depicts the intensity of influence of FI and TI as a result of the knowledge-hiding behavior.

Methods: Three hundred sixty-three executives employed in three public and two private manufacturing organizations in eastern India were the respondents in our study. To analyze the difference in variables of the study, a t-test was carried out. The statistical findings suggest no significant difference among study variables. This specifies that, despite a considerable difference in levels of management, there was no significant difference in perceiving workplace incivility, knowledge-hiding behavior, FI, and TI items of our instruments.

Results: Correlation findings show a negative association between workplace incivility and functional interdependence (r = −0.37 when the value of p is <0.01) and a positive association among workplace incivility and turnover intention (r = 0.32 when the value of p is <0.01). The condensed effect of workplace incivility (β = −0.59 when the value of p is <0.001) along with an important presence of knowledge-hiding behavior (β = −0.68 when the value of p is <0.01) when the dependent variable is FI indicates that knowledge-hiding behavior is mediating a partial association among workplace incivility and FI. Similarly, the effect of workplace incivility (β = 0.43 when the value of p is <0.01) is decreased when the impact of knowledge-hiding behavior (β = 0.66 when the value of p is <0.001) was sizeable with TI being the dependent variable.

Conclusion: The effect of knowledge hiding is inversely proportional to FI, whereas sharing has a direct relation with TI. An exhaustive data sample and a rigorous statistical analysis may give a clear picture of the amount of impact of TI and FI due to the lack of knowledge sharing and/or knowledge hiding.