Perceived overqualification and knowledge sharing: The role of organizational identity and psychological entitlement

BACKGROUND

Employees' perception of being overqualified is a critical factor in influencing their knowledge sharing behavior. However previous studies have not examined the internal mechanism by which perceived overqualification affects knowledge sharing.

OBJECTIVE

Drawing on social exchange theory, the present study aimed to explore the relationship between perceived overqualification and knowledge sharing and to examine the mediating effect of organizational identity and the moderating role of psychological entitlement.

METHODS

Participants were 284 full-time employees from different companies in China. They answered self-report questionnaires that assessed perceived overqualification, knowledge sharing, organizational identity, and psychological entitlement. Path analyses were conducted, and the latent moderated structural equations were used to judge the significance of the mediation and moderation.

RESULTS

The results revealed that overqualified employees were less willing to share knowledge, and the mediating role of organizational identity was significant. Further, the presence of high psychological entitlement would diminish the beneficial effect of organizational identity on employee knowledge sharing.

CONCLUSIONS

The findings of the study enrich and expand our knowledge on the relationship between overqualification and knowledge sharing and have theoretical and practical implications for promoting constructive behavior among overqualified employees.

A study on the double-edged sword effect of inclusive leadership on employees' work behaviour-dual path perspective of cognition and affection

In order to cope with the volatile social environment and organisational change, more and more scholars call on leaders to stimulate subordinate effectiveness to a greater extent with inclusive behaviour. Existing studies focus on the positive impact of inclusive leadership, but ignore its potential negative impact. This study integrates Cognition-affection Personality System Theory to explore the double-edged sword mechanism of inclusive leadership on subordinates' work behaviour. Through the data analysis of 518 paired questionnaires collected in three stages, the results are as follows: Inclusive leadership has a positive impact on subordinates' psychological entitlement and state gratitude; Psychological entitlement and state gratitude play mediation roles not only between inclusive leadership and work withdrawal behaviour, but also between inclusive leadership and active behaviour; Subordinate narcissistic personality moderates the positive effect of inclusive leadership on psychological entitlement and state gratitude, and then moderates the indirect effect of inclusive leadership on subordinate work withdrawal behaviour and proactive behaviour through psychological entitlement and state gratitude. The above results expand the research on the action mechanism and boundary conditions of inclusive leadership in Chinese organisational context, and provide practical guidance for organisational managers to effectively conduct inclusive leadership.

Does Overqualification Play a Promoting or a Hindering Role? The Impact of Public Employees' Perceived Overqualification on Workplace Behaviors

Drawing upon the conservation of resource theory, we offer a framework for understanding the mechanism underlying the effect of public employees' overqualification on their cognitive and behavioral outcomes, through both positive and negative paths. We propose that perceived overqualification elicits two subjective cognitions, namely, perceived control and psychological entitlement, which further lead to public employees' behaviors through approach (organizational citizenship behavior) and avoidance (workplace deviance behavior) tendencies. A total of 421 public employees participated in the three-stage time-lag investigation. The findings indicated that public employees' perceived overqualification is positively related to perceived control, and perceived control is positively related to organizational citizenship behavior. Perceived control completely mediates the relationship between perceived overqualification and organizational citizenship behavior. Perceived overqualification is positively related to psychological entitlement, and psychological entitlement is positively related to workplace deviance behavior. Psychological entitlement completely mediates the relationship between perceived overqualification and workplace deviance behavior. This study constructed a double-edged sword model of perceived overqualification based on the public sector, discussing the influence of public employees' perceived overqualification on their workplace behaviors from the perspective of resource assessment and self-evaluation, and providing theoretical guidance for the practice of human resource management within the public sector.

Psychological entitlement and conspiracy beliefs: evidence from the COVID-19 pandemic

Psychological entitlement describes the dispositional tendency to claim excessive and unearned rewards and resources, and to demand undeserved special treatment. In one experiment, one cross-sectional survey, and one time-separated survey (total n = 721), we show that psychological entitlement is associated with general conspiracy theory endorsement, COVID-19 specific conspiracy theory endorsement, and conspiracy theorizing as an overarching cognitive style. We find those high in entitlement are more likely to report having made discretionary visits to non-essential venues and services (e.g. buffets, spas, casinos) during the pandemic, and that these risky public health behaviors are mediated through beliefs in conspiracy theories. We identify consequences for public health behavior and conclude with a research agenda for better understanding the underlying mechanisms linking entitlement and conspiracy beliefs.

An Investigation of Helicopter Parenting and Interpersonal Conflict in a Competitive College Climate

With declining birth rates, and decreasing family sizes being witnessed around the world, helicopter parenting-characterized by high warmth, high control, and low empowerment-is becoming increasingly common among parents. Parenting styles exert long-term effects on individuals' cognition and behavior, not only in early childhood, but also in adulthood: therefore, within this context, this study explored the underlying influence mechanism of helicopter parenting style on interpersonal conflict, through a survey of 505 Chinese college students. Using multiwave data, our analysis uncovered the mediating roles of psychological entitlement and fear of missing out, as well as the moderating role of a competitive climate. In particular, we found that helicopter parenting enhances interpersonal conflict among college students, by strengthening psychological entitlement and fear of missing out. In addition, the indirect effect of fear of missing out is stronger than that of psychological entitlement. We also found that a competitive climate positively moderates the indirect effect of helicopter parenting on interpersonal conflict among college students through psychological entitlement and fear of missing out, indicating that the negative effects of helicopter parenting are more pronounced in a high competitive climate. These results provide a novel theoretical account of how early parenting styles affect an adult's cognition and behavior. Practically, these results suggest that parents should limit the use of helicopter parenting, and that, while loving and caring for their child, they should allow their child appropriate autonomy. On the other hand, children should strive for positive self-improvement and harmonious peer relationships, to alleviate the negative influence of helicopter parenting.

Influences of (in)congruences in psychological entitlement and felt obligation on ethical behavior

Introduction

Psychological entitlement and felt obligation are two correlated but distinctive conceptions. Prior studies have mainly explored their influences on employees' (un)ethical behavior, respectively. Recently, several studies suggest the interactive impacts of psychological entitlement with felt obligation on individual behavioral choices. In consistency with these studies, the present study focuses on the influences of (in)congruences in psychological entitlement and felt obligation on employees' (un)ethical behavior.

Methods

A two-wave multi-source questionnaire survey is conducted to collect 202 matched questionnaires from full-time Chinese workers. The polynomial regression with response surface analysis is employed to test hypotheses.

Results

The results indicate that: (1) employees have higher levels of work engagement and helping behavior but lower levels of unethical behavior when their psychological entitlement and felt obligation are balanced at higher levels rather than lower levels; (2) employees have higher levels of work engagement and helping behavior but lower levels of unethical behavior when they have higher levels of felt obligation but lower levels of psychological entitlement compared to those having lower levels of felt obligation but higher levels of psychological entitlement; and (3) work engagement mediates the relationship between (in)congruences in psychological entitlement and felt obligation and employees' helping behavior and unethical behavior.

Discussion

This study provides a novel insight into the interactive influences of (in)congruence in psychological entitlement and felt obligation on employees' ethical behavioral choices.

Self-serving leadership and innovative behavior: Roles of psychological entitlement and moral identity

On the basis of social information processing theory, this study proposes a model of the influence mechanism of self-serving leadership (SL) on employee innovative behavior (IB), with psychological entitlement as the mediating variable and moral identity as the moderating variable. The paired data of 82 leaders and 372 employees collected at three time points are analyzed by the hierarchical linear modeling. Results corroborate that SL impairs employee IB. Moreover, the relationship between SL and employee IB is mediated by psychological entitlement. Finally, moral identity has a negative moderating effect of SL on psychological entitlement and an indirect effect on employee IB through psychological entitlement.

Why Good Employees Do Bad Things: The Link between Pro-Environmental Behavior and Workplace Deviance

Despite the significance of pro-environmental behavior (PEB) in the workplace, most of the existing studies have neglected its negative work outcomes. Drawing upon moral licensing theory and cognitive dissonance theory, we construct a conceptual model of the influence mechanism of employees' PEB (i.e., public-sphere PEB, private-sphere PEB) on workplace deviance through psychological entitlement, and the moderating effect of rationalization of workplace deviance on the relationship between psychological entitlement and workplace deviance. Using two-stage survey data from 216 employees in China, we performed hierarchical regression analysis and structural equation modeling method to test our hypotheses. Our findings reveal that public-sphere PEB positively affects psychological entitlement, while private-sphere PEB negatively affects psychological entitlement. Psychological entitlement further positively affects workplace deviance. In addition, rationalization of workplace deviance strengthens the positive impact of psychological entitlement on workplace deviance. This study offers novel insights into the dark side of PEB literature by exploring the PEB-workplace deviance relationship. This study also contributes to managerial implications of how PEB leads to workplace deviance and how to address this issue.

The Double-Edged Sword Effect of Paradoxical Leadership to Organizational Citizenship Behavior

Purpose

Drawing on social exchange theory and attribution theory, this study aims to explore the influencing mechanism of paradoxical leadership on organizational citizenship behavior.

Participants and Methods

According to the research purpose, this study selects enterprises in the manufacturing, financial and high-tech industries in Shandong Province as the research objects, and collects data on the leaders and employees of the human resources departments and marketing departments in the enterprises. Data were collected from 77 leaders and 473 employees in China by a two-wave questionnaire survey. Hierarchical regression analysis and structural equation model approach were employed to test hypotheses.

Results

This study found that perceived insider status and psychological entitlement play mediating roles about paradoxical leadership and organizational citizenship behavior; Collectivism moderates the relationship between paradoxical leadership and perceived insider status, and moderates the positive mediating role played by perceived insider status in the relationship of paradoxical leadership and organizational citizenship behavior; Leader-member exchange differentiation moderates the relationship about paradoxical leadership and psychological entitlement, and moderates negative mediating role played by psychological entitlement in the relationship of paradoxical leadership's and organizational citizenship behavior.

Conclusion

The findings of this study offer guidance for managers to better undermine the negative effects of paradoxical leadership, and improve organizational citizenship behavior.

Innovations

First, this study extends the literature on paradoxical leadership by verifying the double-edged sword effect of paradoxical leadership to organizational citizenship behavior. Second, this study enriches one's understanding of the "black box" underlying the link between paradoxical leadership and its consequences by demonstrating the mediating roles of perceived insider status and psychological entitlement. Third, by verifying the moderating roles of collectivism and leader-member exchange differentiation, this study provides insights into the boundary conditions of the impact of paradoxical leadership.

Antecedents of Knowledge Hiding and Their Impact on Organizational Performance

Research on knowledge management has rapidly increased in the last decade, leaving a huge gap on how, why, and what triggers knowledge hiding in inter-organizational setups. Furthermore, the fostering factors for knowledge sharing have also remained unexplored because the employees in an organization are unwilling to share their knowledge with others for several reasons. The current study has attempted to explore the reasons that make employees hide their knowledge from other employees in order to excel. The individual factors considered in this study that make employees hide their knowledge are the lack of rewards for knowledge sharing, internal competition, and psychological entitlement. Furthermore, the interesting consequent factor of knowledge hiding in this study was found to be significant. The moderating role of employees’ social status has a significant moderating effect on the relationship between knowledge-hiding behavior and organizational performance. The population of the study was the managerial employees of financial institutions of China and the sample size taken in his study was 446 via convenient sampling technique. The independent factors in this study found significant results of knowledge-hiding behavior, thus approving the mediating role of knowledge hiding in the organizational performance of the financial institutions of China. The software used in this study for the data analysis was smart PLS and the technique used was partial least square SEM for the measurement of the hypothesis of the study. The study’s findings also have certain implications for policymaking in financial institutions that may hinder knowledge hiding practices and support the uninterrupted flow of knowledge among employees.

The Role of Change in the Relationships Between Leader-Member Exchange/Coworker Exchange and Newcomer Performance: A Latent Growth Modeling Approach

This study examines whether and how the qualities of newcomers’ interpersonal relationships [i.e., leader-member exchange (LMX) and coworker exchange (CWX)] relate to their initial performance and how changes in the qualities of these relationships relate to the changes in performance. To test a latent growth model, we collected data from 230 newcomers at six time points over a 6-week period. The results showed that LMX quality is positively related to initial newcomer performance; however, changes in LMX quality are not statistically significantly related to changes in newcomer performance. In contrast, an increase in CWX quality is positively related to newcomer performance improvement, but the initial quality of CWX does not predict newcomer performance. Furthermore, newcomers’ psychological entitlement moderates the relationship between LMX quality and newcomer performance; newcomers’ conscientiousness moderates the relationship between increases in CWX quality and improvements in newcomer performance. The findings increase our understanding of the newcomer exchange relationship-performance link over time and suggest that future newcomer socialization research explore the initial level of and the changes in these relationships simultaneously.

The Dark Side of Organizational Identification: A Multi-Study Investigation of Negative Outcomes

After more than two decades of research on the positive side of organizational identification, researchers have begun to realize that it also has a dark side that needs immediate consideration. With support from social identity theory, the current study sheds light on the understudied role of the dark side of organizational identification by investigating its indirect effects on (a) psychological entitlement, (b) unethical pro-organizational behavior, and (c) pro-social rule-breaking through externally motivated organizational citizenship behavior, taking leader–member exchange as a boundary condition. Two surveys were conducted to test the proposed moderated mediation model. Data for the study 1 was collected from employees (N = 356) working in the service sector (i.e., Universities, Banks and Telecommunication Organizations), whereas responses for study 2 were taken from employees (N = 259) working in the hospitality industry. A time-lagged research design was selected for both surveys to avoid common method bias. The results demonstrate that organizational identification leads to adverse outcomes in the form of psychological entitlement, pro-social rule-breaking and unethical pro-organizational behavior through externally motivated organizational citizenship behavior. Furthermore, a high-quality leader–member exchange relationship enhances these indirect effects of organizational identification. Several theoretical and practical implications, along with limitations and future research directions, are also discussed.

Are People Becoming More Entitled Over Time? Not in New Zealand

It is a common conception that entitlement is increasing among younger generations over time. However, although there is some evidence for this trend, other findings are less conclusive. The current research investigated change in psychological entitlement across the adult lifespan for men and women (ages 19-74), using six annual waves of data (2009-2014) from the New Zealand Attitudes and Values Study ( N = 10,412). We employed Cohort-Sequential Latent Growth Modeling to assess mean-level change in entitlement. Entitlement was found to be generally unchanging over time for both men and women, with only those aged 65 and above showing increasing entitlement. Entitlement showed a steady downward trend across age. These findings from a large national probability sample suggest that change in entitlement may follow a decreasing developmental trend across the lifespan. In New Zealand, at least, there is no evidence for a narcissism epidemic.