Feeling low: How social media influences employees' knowledge hidings and innovative behavior

Prior research has identified both positive and negative consequences arising from the widespread integration of social media within the organizations. The present research suggests that upward social comparison (USC) in social media is related to psychological disengagement resulting in knowledge hiding and lower innovative behavior of individuals. It further suggests that mindfulness mitigates the impact of USC in social media. A two-wave longitudinal survey reveals that individuals who engage in comparative self-assessment with friends projecting an aura of unattainable success on social media unwittingly cause psychological disengagement, a phenomenon which, in turn, precipitates a palpable decline in their innovative behavior and rise in knowledge hiding. Furthermore, our exploration unravels an intricate layer of this narrative - mindfulness of employees for online social interactions reduces this adverse cascade. This study draws attention to the necessity for vigilant managerial oversight. It serves as a clarion call, illuminating the concealed facets of social media, dappled with the intricate interplay of online social comparisons. This research transcends traditional paradigms by introducing a unique perspective on employee engagement with social media, contemplated in the context of online social comparison. It augments the current body of knowledge by shedding light on the complex interplay of these variables within the modern workforce.

Innovation in manufacturing SMEs during the COVID-19 pandemic: How does environmental dynamism reinforce employee proactive behavior?

In a turbulent environment such as during the COVID-19 pandemic crisis, employee proactive behavior is imperative for innovation initiatives in small- and medium-sized enterprises (SMEs). We ask whether and how turbulent environments motivate employees to proactively engage in innovative behavior. This study argues that employees' perceptions of environmental dynamism reinforce employee proactive innovation behavior. Using a sample comprising 262 innovative employees from 40 manufacturing SMEs in Taiwan, this study tests a moderated-mediation model in which environmental dynamism is expected to increase the indirect effect of creative self-efficacy on employee innovative behavior through knowledge acquisition. The results confirm the mediating role of knowledge acquisition and the positive moderating effect of environmental dynamism. This study sheds light on the issue of employee proactive behavior in response to changing environments.