How does organizational support for innovation influence job crafting and knowledge sharing behaviors? A comparison between teleworkers and office workers

IF 4.6 3区 管理学 Q1 INDUSTRIAL RELATIONS & LABOR International Journal of Manpower Pub Date : 2024-07-26 DOI:10.1108/ijm-02-2024-0106
Sari Mansour, Dima Mohanna
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Abstract

Purpose

Scholars highlight the lack of research that explains the mechanisms leading to knowledge sharing, which appears complex and involves many variables. The primary aim of this study is to investigate the direct effect of organizational support for innovation on job crafting behaviors and knowledge sharing. The second objective is to assess the mediating role of job crafting in the relationship between organizational support for innovation and knowledge sharing. The third aim is to compare the direct effects of organizational support for innovation on job crafting behaviors and knowledge sharing between teleworkers and office workers.

Design/methodology/approach

Based on an empirical study involving 193 teleworkers and 191 office workers, the structural equation modeling method was employed to examine the direct and indirect effects of organizational support for innovation on knowledge sharing via job crafting behaviors. The comparison between teleworkers and office workers was investigated using a multigroup approach in AMOS software. This research is grounded in the conservation of resources theory and social exchange theory to elucidate these relationships.

Findings

The results indicate that organizational support for innovation has a positive influence on job crafting activities, manifested by the increase in structural and social resources, as well as the amplification of work-related challenges. The results also indicate that organizational support for innovation directly promotes knowledge sharing behavior and indirectly through job crafting. Furthermore, the findings reveal that these effects on job crafting and knowledge sharing are stronger among teleworkers compared to office workers.

Research limitations/implications

The study has limitations. Its cross-sectional design does not establish causality, potentially leading to common method variance. However, after implementing many procedural and performing statistical tests, common method variance was not significant in this research. Replicating the study longitudinally would be valuable. Additionally, considering personality traits and technology characteristics in job crafting behaviors would be beneficial. Lastly, the study focuses only on accountants and predates COVID-19, which may impact its findings and generalizability.

Practical implications

The study’s findings underscore the practical significance of supporting innovation and fostering job crafting to enhance knowledge sharing, particularly for remote workers. It highlights that the extent of employees’ engagement in job crafting depends on the level of innovation support provided in their workplace. To mitigate potential negative outcomes such as increased absenteeism, reduced productivity and retention challenges, organizations could benefit from training supervisors to prioritize and encourage job crafting and knowledge sharing behaviors among employees, especially in telework settings. Ensuring alignment between organizational messaging and managerial attitudes is crucial. Without autonomy or flexibility for job crafting, the positive effects of organizational innovation support may be limited.

Originality/value

This study contributes to the literature by demonstrating that job crafting behaviors serves as mechanisms between organizational support for innovation and knowledge sharing. The findings further advance the literature by revealing three psychological and motivational processes that may explain this relationship, particularly when comparing teleworkers to office workers. Our results reveal that the effect of organizational support for innovation on job crafting and knowledge sharing is stronger among workers who telework compared to office workers. This advances the theory of conservation of resources, especially the significance of resource gains, particularly in contexts where employees need resources, such as in telework.

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组织对创新的支持如何影响工作制作和知识共享行为?远程工作者与办公室工作人员的比较
目的 学者们强调,缺乏对知识共享机制的解释研究,而知识共享似乎是复杂的,涉及许多变量。本研究的主要目的是探究组织对创新的支持对工作塑造行为和知识共享的直接影响。第二个目的是评估工作塑造在组织创新支持与知识共享之间的中介作用。设计/方法/途径基于一项涉及 193 名远程工作者和 191 名办公室工作人员的实证研究,采用结构方程建模法考察了组织创新支持通过工作制作行为对知识共享的直接和间接影响。使用 AMOS 软件中的多组方法对远程工作者和办公室工作人员进行了比较研究。研究结果表明,组织对创新的支持对工作制作活动有积极影响,具体表现为结构资源和社会资源的增加,以及工作相关挑战的放大。结果还表明,组织对创新的支持直接促进了知识共享行为,并通过工作制作间接促进了知识共享行为。此外,研究结果表明,与办公室工作人员相比,远程工作者对工作设计和知识共享的影响更大。它的横截面设计没有确定因果关系,可能导致共同方法的差异。不过,在进行了许多程序性测试和统计检验后,本研究中的共同方法变异并不显著。纵向复制研究将是非常有价值的。此外,考虑工作制作行为中的个性特征和技术特征也是有益的。最后,本研究仅关注会计师,并且早于 COVID-19,这可能会影响其研究结果和可推广性。实际意义本研究结果强调了支持创新和促进工作设计以加强知识共享的实际意义,尤其是对远程工作者而言。研究强调,员工参与工作设计的程度取决于工作场所提供的创新支持水平。为了减少潜在的负面影响,如缺勤率上升、生产率下降和留住人才方面的挑战,组织可以对主管进行培训,使其优先考虑并鼓励员工的工作设计和知识共享行为,尤其是在远程工作环境中。确保组织信息与管理者态度的一致性至关重要。如果没有工作制作的自主性或灵活性,组织创新支持的积极效果可能会受到限制。研究结果揭示了可能解释这种关系的三个心理和动机过程,尤其是在将远程工作者与办公室工作人员进行比较时,从而进一步推动了相关文献的研究。我们的研究结果表明,与上班族相比,组织对创新的支持对远程工作者的工作精心制作和知识共享的影响更大。这推进了资源保护理论,特别是资源收益的重要性,尤其是在员工需要资源的情况下,如远程办公。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
8.40
自引率
11.40%
发文量
80
期刊介绍: ■Employee welfare ■Human aspects during the introduction of technology ■Human resource recruitment, retention and development ■National and international aspects of HR planning ■Objectives of human resource planning and forecasting requirements ■The working environment
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