Purpose The rapid emergence and acceptance of blockchain applications by investment professionals has made this study significant. The study aims to examine the degree of trust and acceptance of blockchain technology in the Indian financial services industry. Design/methodology/approach The decomposed theory of planned behaviour (DTPB) model is investigated using responses from 200 investment professionals to an online survey on blockchain technology adoption, and partial least squares structural equation modelling using SmartPLS 3.0 is used to analyse the results. Findings In general, the results support a DTPB and offer the best fit to the data. This study may have significant drawbacks in predicting blockchain technology’s acceptance by investment professionals. Furthermore, the findings suggest that the research instruments used in this study, which engage users in business settings, are equally successful in the context of investment professionals. Research limitations/implications In predicting blockchain acceptance by investing experts, this study may have significant drawbacks. Practical implications As a result of TAM studies, it has been determined that perceived usefulness is more essential than perceived ease of use. Therefore, investment professionals may have discovered significant subjective normative impacts on behavioural intention. Management must devise techniques for implementing blockchain technology in digital financial services that are compatible with users’ workplaces. Originality/value Users may benefit from this research by concentrating on blockchain acceptance to improve digital banking services.

Purpose This study aims to explore the mediating role played by the contradictory behaviour of knowledge sharing and knowledge hiding in the relationship between paradoxical leadership and employee creativity. Design/methodology/approach A survey was conducted with 276 employees working in information technology firms in India. “To assess the relationship between the constructs, single and parallel mediation analysis of structural equation modelling (SEM) and confirmatory factor analysis (CFA) have been performed”. Findings This study found that paradoxical leadership is significantly associated with employee creativity. Besides, it has also been found that knowledge sharing has emerged as a mediator that explains the relationship between paradoxical leadership and creativity, while knowledge hiding has not been a mediator to explain the relationship between paradoxical leadership and creativity among employees. According to the study, it was found that discouraging knowledge-hiding behaviour can increase employee knowledge sharing, which in turn fosters employee creativity. Research limitations/implications Research has examined the relationship between paradoxical leadership and employee creativity in this paradigm, as well as the roles of knowledge sharing and knowledge hiding as mediators. Practical implications The results of this study will help top management to create strategies for enhancing the relationship between a leader and their subordinates by using effective knowledge management strategies that foster employee creativity. Employee creativity would be facilitated effectively by the paradoxical leader who regulates knowledge-hiding behaviour among employees and promotes knowledge-sharing behaviour. Originality/value This study addresses the gap in prior research by investigating the role of paradoxical leadership in managing the contradictory behaviours of knowledge sharing and hiding and their impact on employee creativity. As the motivation for knowledge sharing and hiding are inherently distinct, leaders with paradoxical qualities foster a culture of openness and trust to encourage knowledge-sharing while discouraging knowledge-hiding behaviour. By controlling knowledge-hiding behavior empowers employees to make meaningful contributions to the organization’s success through effective collaboration and teamwork, allowing for a more innovative and creative workplace. Because preventing knowledge-hiding behaviour is a means to promote knowledge sharing and ultimately foster creativity in an organisation. Overall, this paper offers unique insights into the intricate dynamics of knowledge management and provides valuable recommendations for leaders managing employees exhibiting contradictory behaviours in the workplace.

No abstract

No abstract

No abstract