Bridging role conflict and active lurking: the role of transformational leadership in B2B online communities

Purpose

In the turbulence of a business-to-business (B2B) environment, employees often face role conflict as the result of changes in task allocations due to work requirements. This research uses organizational role theory to investigate the impact of role conflict on active lurking in B2B online communities. Active lurking, defined as the behavior of seeking information and acquiring knowledge without contributing, contrasts with posters who actively share knowledge. By focusing on these dynamics, this study aims to deepen the understanding of knowledge management (KM) practices and behaviors within B2B contexts.

Design/methodology/approach

This research conducts two experimental studies with a behavioral outcome to examine the impact of role conflict on active lurking and the mediating role of knowledge self-efficacy in this regard.

Findings

The results also indicate the moderating role of transformational leadership, such that when transformational leadership is low, role conflict decreases knowledge self-efficacy and active lurking. In contrast, this effect is attenuated in a high transformational leadership environment. The findings contribute to the KM literature by demonstrating how role conflict influences knowledge-sharing behaviors in B2B contexts and by capturing active lurking using a behavioral measure.

Practical implications

The implications of this study offer strategies to address role conflict and mitigate its negative impact. By integrating the concepts of posters and lurkers into the research framework, this paper offers a fresh perspective on organizational role conflict and KM. It provides insights into lurkers and active lurking behavior in B2B online communities, thereby extending the KM literature.

Originality/value

The findings of this research are novel as they first show the moderating role of transformational leadership, wherein when transformational leadership is low, role conflict decreases knowledge self-efficacy and active lurking and second it extends the literature on online knowledge sharing in a B2B context by capturing the role of active lurking through a behavioral measure.