Purpose This study aims to examine the relationship between Islamic work ethics (IWE), job embeddedness and knowledge-sharing behaviors. It also tested the mediating effects of job embeddedness and the moderating effects of organizational identification on this relationship. Design/methodology/approach A total of 396 respondents from Islamic banks in Indonesia participated in this study. Data analyzes for hypothesis testing were conducted using Hayes’ PROCESS macro-based hierarchical regression. Findings The findings suggest that subscribing to IWEs positively and significantly impacts job embeddedness and knowledge-sharing behaviors. Moreover, job embeddedness was confirmed as a mediator in the relationship between IWEs and knowledge-sharing behavior. Finally, the effects of IWEs on knowledge-sharing behaviors are stronger when employees attain a high level of organizational identification. Practical implications By encouraging the adoption of IWEs, organizations can develop job embeddedness and promote knowledge-sharing in the workplace, especially in an Islamic banking context. Therefore, managers should strengthen the mutual understanding among employees regarding IWE principles. They should be consistently applied and disseminated by Islamic banks’ management in the form of a formal code of ethics that applies to all actions within the organization. Originality/value This study was conducted to extend the understanding of IWE and its relationship with workplace outcomes in modern organizations. Drawing on the conservation of resources theory, social identity theory and Islamic theology, new insights are provided by explaining the psychological mechanism underlying the relationship between IWEs and knowledge-sharing behaviors while proposing organizational identification as the boundary condition.

This study examined the mediation and moderation models of the relationship between Islamic work ethics (IWE), thriving at work, organizational citizenship behavior (OCB), and leader humility. A total of 418 employees from two different sample groups (Islamic banks and educational institutions) in Indonesia were included. A multiple regression hierarchy with PROCESS was used to test the hypotheses. We found a positive influence of IWE and leader humility on thriving and OCB and thriving at work on OCB. Thriving was found to mediate the relationship between IWE and OCB, and the leader humility moderates these relationships. Thriving at work and OCB are dramatically under-represented in Islamic work ethics research, and this study attempts to fill this void. Furthermore, this study reveals the interactive role of leader humility and IWE in enhancing OCB preference and the mediating role of thriving at work in the IWE − OCB relationship.