orientation strength, defined as the level of agreement in the shared perceptions of entrepreneurial orientation, as a boundary condition in the relationship between entrepreneurial orientation and performance. With a sample of 2,000 participants and four field studies, the authors provide evidence for a valid and reliable 10-item multidimensional measure of entrepreneurial orientation, the EO-10, and identifies entrepreneurial orientation strength as a moderator in the relationship with performances. The study contributes to advancing the conversation devoted to the conceptual development and measurement of entrepreneurial orientation by bridging the past and the future of the field. contributes to cross-cultural investigations into corporate social responsibility when dealing with specific stakeholder groups. The study is conducted through a survey of SMEs from Bulgaria, Russia and Serbia, con-tributing to unveil corporate behaviours from firms in post-socialist states. The authors propose a multi-criterion ranking method on five dimensions: environmental, social, economic, stakeholder and voluntariness. The results show more significant differences in the attitudes of employees from different countries, rather than when the size of the company is taken into consideration.
{"title":"Entrepreneurship, Innovation and Organizational Behaviour","authors":"Andrea Caputo, Oluremi B. Ayoko","doi":"10.1017/jmo.2021.51","DOIUrl":"https://doi.org/10.1017/jmo.2021.51","url":null,"abstract":"orientation strength, defined as the level of agreement in the shared perceptions of entrepreneurial orientation, as a boundary condition in the relationship between entrepreneurial orientation and performance. With a sample of 2,000 participants and four field studies, the authors provide evidence for a valid and reliable 10-item multidimensional measure of entrepreneurial orientation, the EO-10, and identifies entrepreneurial orientation strength as a moderator in the relationship with performances. The study contributes to advancing the conversation devoted to the conceptual development and measurement of entrepreneurial orientation by bridging the past and the future of the field. contributes to cross-cultural investigations into corporate social responsibility when dealing with specific stakeholder groups. The study is conducted through a survey of SMEs from Bulgaria, Russia and Serbia, con-tributing to unveil corporate behaviours from firms in post-socialist states. The authors propose a multi-criterion ranking method on five dimensions: environmental, social, economic, stakeholder and voluntariness. The results show more significant differences in the attitudes of employees from different countries, rather than when the size of the company is taken into consideration.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44702491","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Informed by social resources theory, we provide an explanation for how political skill enables employees' access to social resources, notably expressive network resources and developmental feedback granted by supervisors, thereby enhancing their potential for career growth. Employees can further leverage the attained resources to maximize their chances for career growth by exercising ingratiation toward their supervisors. Data from 399 independently matched subordinate-supervisor dyads in Japan partially support our predictions. While supervisor-focused expressive network resources and supervisor developmental feedback account for mediating mechanisms through which political skill could predict career growth potential, the use of ingratiation to further leverage these social resources is rather deemed insignificant. Theoretical and practical implications of the findings are discussed.
{"title":"Promoting career growth potential: political skill, the acquisition of social resources and ingratiation","authors":"Hataya Sibunruang, Norifumi Kawai","doi":"10.1017/jmo.2021.25","DOIUrl":"https://doi.org/10.1017/jmo.2021.25","url":null,"abstract":"Informed by social resources theory, we provide an explanation for how political skill enables employees' access to social resources, notably expressive network resources and developmental feedback granted by supervisors, thereby enhancing their potential for career growth. Employees can further leverage the attained resources to maximize their chances for career growth by exercising ingratiation toward their supervisors. Data from 399 independently matched subordinate-supervisor dyads in Japan partially support our predictions. While supervisor-focused expressive network resources and supervisor developmental feedback account for mediating mechanisms through which political skill could predict career growth potential, the use of ingratiation to further leverage these social resources is rather deemed insignificant. Theoretical and practical implications of the findings are discussed.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2021-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/jmo.2021.25","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49502882","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Humor has been positively perceived in general. However, research has shown that a leader should adopt humor with care and only after considering the relevant context, such as cultural differences. This study was undertaken to gain insight into how leader humor is perceived in the predominantly Confucian culture of Taiwan, through a series of in-depth interviews with individuals from throughout the hierarchies of various organizations. Overall, our participants expressed conflicting attitudes toward leader humor in the workplace, depending on the place and time of their leader humor experience. Specifically, leader humor was deemed more effective in informal domains and when a good leader–follower relationship exists. The findings echo the implicit theory of leadership and highlight the need to consider the context when exercising leader humor in Confucian cultures. Implications and future study directions are discussed.
{"title":"A place and time for humor: leader humor in Confucian cultures","authors":"Inju Yang, C. R. Yeh","doi":"10.1017/jmo.2021.22","DOIUrl":"https://doi.org/10.1017/jmo.2021.22","url":null,"abstract":"\u0000 Humor has been positively perceived in general. However, research has shown that a leader should adopt humor with care and only after considering the relevant context, such as cultural differences. This study was undertaken to gain insight into how leader humor is perceived in the predominantly Confucian culture of Taiwan, through a series of in-depth interviews with individuals from throughout the hierarchies of various organizations. Overall, our participants expressed conflicting attitudes toward leader humor in the workplace, depending on the place and time of their leader humor experience. Specifically, leader humor was deemed more effective in informal domains and when a good leader–follower relationship exists. The findings echo the implicit theory of leadership and highlight the need to consider the context when exercising leader humor in Confucian cultures. Implications and future study directions are discussed.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2021-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/jmo.2021.22","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44336259","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this study was to acquire meaningful insights on the determinants of creativity with a meticulous examination, and by dint of that, expand the concerned literature. To accomplish the same, a conceptual model that includes authentic leadership, employee creativity, and leader–member exchange (LMX) was methodically developed and evaluated. This research is a quantitative study incorporating a self-report survey. The data were amassed from hotel employees in Northern Cyprus. Data from 314 applicable surveys were analyzed using Statistical Package for the Social Sciences (SPSS)-22 and analysis of a moment structures (AMOS)-18 programs. Based on the findings, it can be deduced that authentic leadership has a considerable impact on employee creativity, while LMX plays an intermediary role in this relationship. The results of this study are useful and relevant for both researchers and policymakers.
{"title":"Leader–member exchange as a mediator of the relationship between authentic leadership and employee creativity","authors":"İbrahim Yıkılmaz, Lütfi Sürücü","doi":"10.1017/jmo.2021.23","DOIUrl":"https://doi.org/10.1017/jmo.2021.23","url":null,"abstract":"\u0000 The purpose of this study was to acquire meaningful insights on the determinants of creativity with a meticulous examination, and by dint of that, expand the concerned literature. To accomplish the same, a conceptual model that includes authentic leadership, employee creativity, and leader–member exchange (LMX) was methodically developed and evaluated. This research is a quantitative study incorporating a self-report survey. The data were amassed from hotel employees in Northern Cyprus. Data from 314 applicable surveys were analyzed using Statistical Package for the Social Sciences (SPSS)-22 and analysis of a moment structures (AMOS)-18 programs. Based on the findings, it can be deduced that authentic leadership has a considerable impact on employee creativity, while LMX plays an intermediary role in this relationship. The results of this study are useful and relevant for both researchers and policymakers.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2021-06-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/jmo.2021.23","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46551237","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Andrew Cardow, Jean-Sebastien Imbeau, Bill Willie Apiata, J. Martin
Transition from the military environment into a civilian environment is a topic that has seen increasing attention within the last two decades. There is, in the literature, a clearly articulated issue that transition from the military to the civilian world is somewhat different to transitioning from school to work, or from career to career, or from work to retirement. Many, but not all, of the extant examples regarding military transition are case studies, focus groups or small-scale qualitative surveys. The following article details a large-scale survey that took place in New Zealand in 2019. From just over 1400 responses, a wide range of information was gathered. The aim of the survey was to uncover the experiences of military who had undergone transition within New Zealand. In this respect, the survey was exploratory. We report here the qualitative results that expand the existing body of knowledge of military transition. Our results are in line with international results and demonstrate that a large majority of respondents had a less than desirable transition experience. The contribution made therefore is a reinforcement that current practice in this area is needing a great deal of attention. The following outlines the experiences our New Zealand-based respondents had and how this mirrors the extant international literature. As this was the first survey of its kind to attract large numbers of respondents within New Zealand, the results and discussion that follow present aspects of transition that the Ministry of Defence and the New Zealand Defence Force may wish to consider when planning future transition programmes.
{"title":"Leave no one behind? Transitioning from the military to civilian life in New Zealand","authors":"Andrew Cardow, Jean-Sebastien Imbeau, Bill Willie Apiata, J. Martin","doi":"10.1017/jmo.2021.20","DOIUrl":"https://doi.org/10.1017/jmo.2021.20","url":null,"abstract":"\u0000 Transition from the military environment into a civilian environment is a topic that has seen increasing attention within the last two decades. There is, in the literature, a clearly articulated issue that transition from the military to the civilian world is somewhat different to transitioning from school to work, or from career to career, or from work to retirement. Many, but not all, of the extant examples regarding military transition are case studies, focus groups or small-scale qualitative surveys. The following article details a large-scale survey that took place in New Zealand in 2019. From just over 1400 responses, a wide range of information was gathered. The aim of the survey was to uncover the experiences of military who had undergone transition within New Zealand. In this respect, the survey was exploratory. We report here the qualitative results that expand the existing body of knowledge of military transition. Our results are in line with international results and demonstrate that a large majority of respondents had a less than desirable transition experience. The contribution made therefore is a reinforcement that current practice in this area is needing a great deal of attention. The following outlines the experiences our New Zealand-based respondents had and how this mirrors the extant international literature. As this was the first survey of its kind to attract large numbers of respondents within New Zealand, the results and discussion that follow present aspects of transition that the Ministry of Defence and the New Zealand Defence Force may wish to consider when planning future transition programmes.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2021-06-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/jmo.2021.20","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46645643","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The prevalence of workplace deviance has become an urgent issue for managers. Although increasing research has investigated the detriments of workplace deviance on other employees and organizations, limited research has studied the harm of workplace deviance on perpetrators themselves. This research drew from appraisal theories of emotion and sought to understand perpetrators' affective and behavioral consequences of engaging in deviance. Using a diary method, a survey consisting of 92 employees with 918 observations was conducted. The results reveal that employees' deviance is positively related to their feeling of fear and that fear overrides feelings of guilt, ultimately decreasing work engagement and organizational citizenship behavior (OCB). Importantly, perceived benevolent leadership weakens the effects of deviance on perpetrators themselves by relieving fear associated with past deviance and mitigating the negative influences of fear on OCB.
{"title":"Exploring the effects of workplace deviance on perpetrators’ own work outcomes: the role of benevolent leadership in regulating fear activation and implication","authors":"Shaolong Li, Z. Chen, Guanglei Zhang","doi":"10.1017/jmo.2021.19","DOIUrl":"https://doi.org/10.1017/jmo.2021.19","url":null,"abstract":"\u0000 The prevalence of workplace deviance has become an urgent issue for managers. Although increasing research has investigated the detriments of workplace deviance on other employees and organizations, limited research has studied the harm of workplace deviance on perpetrators themselves. This research drew from appraisal theories of emotion and sought to understand perpetrators' affective and behavioral consequences of engaging in deviance. Using a diary method, a survey consisting of 92 employees with 918 observations was conducted. The results reveal that employees' deviance is positively related to their feeling of fear and that fear overrides feelings of guilt, ultimately decreasing work engagement and organizational citizenship behavior (OCB). Importantly, perceived benevolent leadership weakens the effects of deviance on perpetrators themselves by relieving fear associated with past deviance and mitigating the negative influences of fear on OCB.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2021-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/jmo.2021.19","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49186431","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Emerging research in the idiosyncratic deals literature is to examine its negative effects. Thus far, much remains unknown about how and when idiosyncratic deals are associated with employee creative process engagement. Invoking fairness heuristic theory and trait activation theory, we propose and test a model that coworker's idiosyncratic deals have a negative association with witness's creative process engagement through psychological contract violation. Furthermore, we theorize and test the combination of the responsibility for change and perceived exploitative leadership as important boundary conditions, associate interact with coworker's idiosyncratic deals to strengthen the positive impact on psychological contract violation, thereby reducing witness's creative process engagement. We use two time-lagged studies to provide support for these mediation and moderation effects, and also discuss the theoretical and practical implications of these findings.
{"title":"Effects of coworker's idiosyncratic deals on witness's creative process engagement: roles of responsibility for change and perceived exploitative leadership","authors":"Jie-Tsuen Huang, Chunyong Tang","doi":"10.1017/JMO.2021.21","DOIUrl":"https://doi.org/10.1017/JMO.2021.21","url":null,"abstract":"\u0000 Emerging research in the idiosyncratic deals literature is to examine its negative effects. Thus far, much remains unknown about how and when idiosyncratic deals are associated with employee creative process engagement. Invoking fairness heuristic theory and trait activation theory, we propose and test a model that coworker's idiosyncratic deals have a negative association with witness's creative process engagement through psychological contract violation. Furthermore, we theorize and test the combination of the responsibility for change and perceived exploitative leadership as important boundary conditions, associate interact with coworker's idiosyncratic deals to strengthen the positive impact on psychological contract violation, thereby reducing witness's creative process engagement. We use two time-lagged studies to provide support for these mediation and moderation effects, and also discuss the theoretical and practical implications of these findings.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"1 1","pages":"1-21"},"PeriodicalIF":3.3,"publicationDate":"2021-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/JMO.2021.21","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43935965","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
E. J. Sander, Cecelia Marques, James R. Birt, M. Stead, O. Baumann
Abstract The coronavirus disease 2019 (COVID-2019)-induced changes in the workplace present a timely opportunity for human resource management practitioners to consider and remediate the deleterious effects of noise, a commonly cited complaint of employees working in open-plan office (OPO) environments. While self-reports suggest that OPO noise is perceived as a stressor, there is little experimental research comprehensively investigating the effects of noise on employees in terms of their cognitive performance, physiological indicators of stress, and affect. Employing a simulated office setting, we compared the effects of a typical OPO auditory environment to a quieter private office auditory environment on a range of objective and subjective measures of well-being and performance. While OPO noise did not reduce immediate cognitive task performance compared to the quieter environment, it did reduce psychological well-being as evidenced by self-reports of mood, facial expressions of emotion, and physiological indicators of stress in the form of heartrate and skin conductivity. Our research highlights the importance of using a multimodal approach to assess the impact of workplace stressors such as noise. Such an approach will allow HR practitioners to make data-driven recommendations about the design and modification of workspaces to minimize negative effects and support employee well-being.
{"title":"Open-plan office noise is stressful: multimodal stress detection in a simulated work environment","authors":"E. J. Sander, Cecelia Marques, James R. Birt, M. Stead, O. Baumann","doi":"10.1017/jmo.2021.17","DOIUrl":"https://doi.org/10.1017/jmo.2021.17","url":null,"abstract":"Abstract The coronavirus disease 2019 (COVID-2019)-induced changes in the workplace present a timely opportunity for human resource management practitioners to consider and remediate the deleterious effects of noise, a commonly cited complaint of employees working in open-plan office (OPO) environments. While self-reports suggest that OPO noise is perceived as a stressor, there is little experimental research comprehensively investigating the effects of noise on employees in terms of their cognitive performance, physiological indicators of stress, and affect. Employing a simulated office setting, we compared the effects of a typical OPO auditory environment to a quieter private office auditory environment on a range of objective and subjective measures of well-being and performance. While OPO noise did not reduce immediate cognitive task performance compared to the quieter environment, it did reduce psychological well-being as evidenced by self-reports of mood, facial expressions of emotion, and physiological indicators of stress in the form of heartrate and skin conductivity. Our research highlights the importance of using a multimodal approach to assess the impact of workplace stressors such as noise. Such an approach will allow HR practitioners to make data-driven recommendations about the design and modification of workspaces to minimize negative effects and support employee well-being.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":"27 1","pages":"1021 - 1037"},"PeriodicalIF":3.3,"publicationDate":"2021-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/jmo.2021.17","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45263260","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Scholars often examine the effect of generic job demands and resources on burnout, yet to increase ecological validity, it is important to examine the effects of occupation-specific characteristics. An extended version of the job demands-resources model with work−home interference as a mediator is examined among a cross-sectional sample of 178 general practitioners (GPs). Interviews with GPs were used to develop questions on occupation-specific work characteristics. Hypotheses were tested in MEDIATE. Both generic and occupation-specific job demands positively affected emotional exhaustion, while only occupation-specific job demands affected depersonalization. Only strain-based work−family interference mediated the relationship between generic and occupation-specific job demands, emotional exhaustion and depersonalization. This study offers an important extension of the job demands-resources model by including occupation-specific job characteristics. This broader perspective can aid in more targeted job design to reduce burnout among GPs.
{"title":"Relationship between generic and occupation-specific job demands and resources, negative work−home interference and burnout among GPs","authors":"N. Verhoef, M. D. Ruiter, R. Blomme, E. C. Curfs","doi":"10.1017/JMO.2021.16","DOIUrl":"https://doi.org/10.1017/JMO.2021.16","url":null,"abstract":"\u0000 Scholars often examine the effect of generic job demands and resources on burnout, yet to increase ecological validity, it is important to examine the effects of occupation-specific characteristics. An extended version of the job demands-resources model with work−home interference as a mediator is examined among a cross-sectional sample of 178 general practitioners (GPs). Interviews with GPs were used to develop questions on occupation-specific work characteristics. Hypotheses were tested in MEDIATE. Both generic and occupation-specific job demands positively affected emotional exhaustion, while only occupation-specific job demands affected depersonalization. Only strain-based work−family interference mediated the relationship between generic and occupation-specific job demands, emotional exhaustion and depersonalization. This study offers an important extension of the job demands-resources model by including occupation-specific job characteristics. This broader perspective can aid in more targeted job design to reduce burnout among GPs.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2021-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/JMO.2021.16","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48505689","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this paper is to explore factors that have an impact on information technology (IT) specialists' concealment of knowledge from their supervisors. A survey questionnaire was used to collect data from 118 IT specialists from a large Polish software company. The data analyses were conducted using partial least-squares path modelling. The results revealed that perceived work overload (PWO) is positively related to perceived job insecurity (PJI), and that PJI is positively related to vertical knowledge withholding (VKW). Contrary to expectations, no significant relation was found between PWO and VKW. Moreover, there is a negative relationship between supervisor support (SS) and VKW. This study introduces the concept of VKW and places it in the context of the relationship between subordinates and superiors. Managers can use the results to limit knowledge withholding among IT specialists. To confirm achieved results, future research can use larger samples and be conducted in different sectors.
{"title":"Knowledge-withholding behaviours among IT specialists: the roles of job insecurity, work overload and supervisor support","authors":"Roman Kmieciak","doi":"10.1017/JMO.2021.18","DOIUrl":"https://doi.org/10.1017/JMO.2021.18","url":null,"abstract":"\u0000 The purpose of this paper is to explore factors that have an impact on information technology (IT) specialists' concealment of knowledge from their supervisors. A survey questionnaire was used to collect data from 118 IT specialists from a large Polish software company. The data analyses were conducted using partial least-squares path modelling. The results revealed that perceived work overload (PWO) is positively related to perceived job insecurity (PJI), and that PJI is positively related to vertical knowledge withholding (VKW). Contrary to expectations, no significant relation was found between PWO and VKW. Moreover, there is a negative relationship between supervisor support (SS) and VKW. This study introduces the concept of VKW and places it in the context of the relationship between subordinates and superiors. Managers can use the results to limit knowledge withholding among IT specialists. To confirm achieved results, future research can use larger samples and be conducted in different sectors.","PeriodicalId":47612,"journal":{"name":"Journal of Management & Organization","volume":" ","pages":"1-17"},"PeriodicalIF":3.3,"publicationDate":"2021-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1017/JMO.2021.18","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45813120","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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