If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Design/methodology/approachThis paper was an empirical study based on structural equation modelling (SEM) with a sample of 293 employees from 31 high-technology firms in China. FindingsThe result indicated that (1) affective commitment had a significant positive effect on OPO but no effect on KPO; (2) OPO was positively related to both common and key knowledge sharing while KPO exerted a negative impact on both; (3) common knowledge sharing was positively related to key knowledge sharing; (4) the relationship between affective commitment and key knowledge sharing was multi-mediated by OPO and common knowledge sharing. Originality/valueOPO and KPO play an essential role in transferring the effect of employees' affective commitment to common knowledge sharing and key knowledge sharing, which unravels the blackbox of how effective commitment affects knowledge sharing.
Purpose This paper aims to shed some new light on the mixed findings of previous empirical studies on the effect of knowledge search breadth (SB) on firms’ 2019 innovation performance (IP). Design/methodology/approach The paper adopts a contingent approach that examines the two organizational factors in determining the shape of the SB-IP curve. The empirical study is based on survey data gathered from 414 Chinese firms. In dealing with concerns on simultaneity and reverse causality, perceived time-lag between outcome variable and explanatory variables was introduced. Findings This study reveals that knowledge novelty and absorptive capacity are two functions underlying the SB-IP relationship. The results also indicate that innovation orientation and firm age moderate the SB-IP relationship in different ways: the more innovation-oriented the firm, the steeper the inverted U-shaped SB-IP relationship will be, while the older the firm, the flatter the SB-IP relationship will be. Interestingly, there is strong evidence for the shape-flip phenomenon of the SB-IP curve: SB has an inverted U-shaped effect on IP when a firm is young; however, SB has a U-shaped effect when the firm is older than 37 years. Originality/value By revealing two underlying functions and two moderators of the association between SB and IP at the firm level, this paper contributes to shed some new light to the mixed results reported by previous empirical studies that have examined the effect of knowledge search on firm innovation.
Purpose The purpose of this paper is to investigate how leader humility affects the engagement of employees in creative processes, using perceived organizational support (POS) as a mediator and leader competence as a moderator. Design/methodology/approach Data were collected from a two-wave sampling of 113 dyads of leaders and subordinates in China. Findings A curvilinear relationship was found between leader humility and employee engagement in creative processes. Further, POS partially mediates this relationship, and leader competence positively moderates the relationship between leader humility and POS. Practical implications First, organizations should select and train leaders who show humility as a character trait and foster a supportive organizational climate. Second, managers should study the benefits of moderate and harms of superfluous humility, especially in the Chinese cultural context. Third, competent leaders are more effective as humble leaders. Originality/value Few studies have concentrated on leader humility in the eastern cultural context. The results challenge traditional views of the impact of leader humility and shed light on its mechanism and the conditions under which it promotes employee engagement in creation. This study also clarifies the nonlinear influence of leader humility, building a fine-grained theoretical framework integrating the motivation-opportunities-abilities model and Chinese Zhong-Yong theory.
Purpose – The aim of this research is to study the relationships between occupational commitment, industrial relations and turnover intention, as well as the moderating role of turnover intention. Design/methodology/approach – Empirical data for this study were collected using a questionnaire survey method. A total of 600 copies of the questionnaire were sent out by post or email to firms and 429 valid responses were finally obtained, yielding a response rate of approximately 71.5 per cent. Findings – Except for the limited choices commitment, affective commitment, normative commitment and cumulative costs commitment are found to be significantly and positively related to industrial relations. Employees’ turnover intention may be detrimental to industrial relations, as our results show that it has a negative correlation with industrial relations. We also find that it negatively moderates the relationship between occupational commitment and industrial relations. Practical implications – Our results shed light on human resource management practices in Chinese firms, and managerial implications are made to enhance Chinese employees’ occupational commitment. Originality/value – This study extends the current literature and provides new insights into the relationship between the four dimensions of occupational commitment and industrial relations in the Chinese context. It also provides an understanding that this relationship is conditioned on employees’ turnover intention.
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