This study examined the impact of workplace ostracism on employees’ knowledge hiding behavior. Based on the conservation of resource theory, this study seeks to identify the effects of job tension as a mediator and the moderating effect of employee loyalty. Using a time-lagged research design, we collected the data from 392 employees of the textile industry. Results indicate that workplace ostracism positively influences the knowledge hiding behavior such as evasive hiding and playing dumb, whereas it is not significantly related with rationalized hiding. More specifically, workplace ostracism increases the feeling of job tension, while job tension mediates the relationship between workplace ostracism and knowledge hiding. In addition, we found that workplace ostracism demolished the benefits of employee loyalty, as high workplace ostracism more strongly influences the feeling of job tension. We also discussed the theoretical and practical implications.

Abstract:Drawing from the tenets of social cognitive theory, the present study examined the effect of thriving at work on innovation behavior via organizational support of innovation. The data were collected at three points in time from 402 participants occupying a variety of positions in Chinese organizations. Structural equation modeling and multilevel regression analysis results demonstrated that employees' thriving was positively related to organizational support of innovation, which in turn was positively related to innovative behavior. In addition, moderated mediation results demonstrated that employee external contacts strengthened the relationship between organizational support of innovation and innovative behavior, and enhanced the positive effects of thriving. Our results deepen and go beyond previous research on thriving at work. The theoretical and practical implications of these findings are discussed.

Purpose The purpose of this paper is to investigate the knowledge management functions of corporate universities and their evolution. Design/methodology/approach Two Chinese corporate universities in the ICT industry were selected for the case studies. Data were collected by interviews and consulting the documents of the two corporate universities. Grounded theory was used for data analysis. Findings The research found that the knowledge management functions of the corporate universities encompass knowledge transfer, knowledge creation and knowledge services for intrapreneurship. The knowledge management functions of the corporate universities are enhancing with the development of the corporate universities. The knowledge management functions mutually reinforce each other. The knowledge network of the corporate universities is expanding and the scope of knowledge managed is broadening. Practical implications Companies should make full use of corporate universities in facilitating knowledge transfer, knowledge creation and knowledge services for intrapreneurship. Originality/value Analyzing the knowledge management functions of corporate universities and their evolution from the perspective of knowledge network enriches research on knowledge management of corporate universities.

Top management in organizations have begun to realize that innovative employees add to the competitive edge of a company which serves to maintain their position in intense market competition. For this purpose, management needs to seek new ways to combine the social environment and employees in the workplace in an inextricable manner that supports innovation. The purpose of this paper was to examine the role of thriving at work and its effects on an individual’s innovative behavior. Based on the socially embedded model of thriving, we aimed to assess the relevant related work on structured potential effects with relational ties (i.e., strong versus weak). Particularly, these ties affect the heedful relating differently. This study examined the antecedents of thriving at work and the innovative behavior among employees at a global investment company. Using partial least squares modeling on a sample of 412 observations (strong and weak ties), strong support was found for the theory-driven hypothesized relationships. The results contribute to a better understanding of the relational roles concerning recently emerging constructs of “thriving at work” and “positive organizational scholarship.” The implications and limitations of this study are further discussed.