Investigating the moderating effect of humble leadership behaviour on motivational factors and knowledge-sharing intentions: evidence from Jordanian public organisations

Hawamdeh, Nayel Al; Al-edenat, Malek

doi:10.1108/vjikms-07-2021-0111

Cited by 9 publications

(23 citation statements)

References 89 publications

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“…The results indicated the reciprocity can significantly improve the online KS among the employee, this result in line with previous studies [4,16,30]. Reciprocity benefits can heavily influence individual attitudes toward online KS.…”

Section: Discussionsupporting

confidence: 90%

“…Enjoyment statistically has a significant impact on the intention of KS [25]. In addition, Al Hawamdeh and AL-edenat [4] reported that enjoyment could enhance the KS and enjoyment has a significant impact on KS.…”

Section: Enjoymentmentioning

confidence: 89%

“…Nguyen et al [16] reported online KS significantly impacted by self-efficacy in the context of the banks' sector. However, self-efficacy had a considerable effect on KS [4] and the quantity of KS [26]. H2: Self-efficacy has a positive and significant impact on online KS among banks employee.…”

Section: Self-efficacymentioning

confidence: 98%

“…Similarly, Hoseini et al [25] indicated that reciprocity significantly impacted the KS intention. Al Hawamdeh and AL-edenat [4] reported that reciprocity has a considerable impact on KS and the quantity of KS [26].…”

Section: Reciprocalmentioning

confidence: 99%

“…Bharati et al [3] emphasize the importance of internet platforms in facilitating online knowledge exchange by expanding individuals' reach beyond face-to-face contact. Knowledge is not an item that can be easily acquired, transported, shared, or traded based on its location [4]. Nonetheless, one of the most challenging difficulties confronting businesses is motivating knowledge sharing (KS) [5].…”

mentioning

confidence: 99%

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Motivational Elements of Online Knowledge Sharing Among Employees: Evidence from the Banking Sector

Jameel

Massoudi²,

Ahmad³

2022

International Conference on Information Systems and Intelligent Applications

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This study aims to examine the impact of self-efficacy, reputation, reciprocity, altruism, and enjoyment on the online knowledge sharing among employees. The study was conducted in the banking sector. The data were collected from four private banks. Smart-PLS., was applied to analyzed 187 valid questionnaires. The results indicated that self-efficacy, reputation, reciprocity, altruism, and enjoyment have a positive and significant impact on online knowledge sharing among bank employees. Therefore, banks should establish a conducive online knowledgesharing environment to encourage reciprocal connections and interpersonal interactions among employees. Employees that actively participate in knowledge exchange are encouraged, which help in stimulating the reciprocal online knowledge sharing behavior. The comprehensive model of this study proposes to measure online knowledge sharing in the Banking Sector. The present literature does not take into account such a broad perspective. Keywords Online knowledge sharing • Motivation • Reputation 1 IntroductionAt the present time, working individuals are increasingly turning to the internet for new information and skills. As a result, employees must acquire information and increase their technical capabilities via the internet sources in order to utilize

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Section: Discussionsupporting

confidence: 90%

Section: Enjoymentmentioning

confidence: 89%

Section: Self-efficacymentioning

confidence: 98%

Section: Reciprocalmentioning

confidence: 99%

mentioning

confidence: 99%

See 3 more Smart Citations

Motivational Elements of Online Knowledge Sharing Among Employees: Evidence from the Banking Sector

Jameel

Massoudi²,

Ahmad³

2022

International Conference on Information Systems and Intelligent Applications

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Effects of servant leadership, affective commitment, and trust on knowledge sharing tendency in the financial industry

2022

Knowledge Management Research & Practice

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Does humble leadership mitigate employees’ knowledge-hiding behaviour? The mediating role of employees’ self-efficacy and trust in their leader

Hawamdeh

2022

JKM

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Purpose The concept of knowledge-hiding starkly contradicts the notions with which it is closely associated, such as knowledge-hoarding and knowledge-sharing. The understanding of the effect of humble leadership on follower knowledge-hiding behaviour is particularly limited, as it is significantly underdeveloped owing to its distinct nature. Ergo, this paper aims to explore the role of humble leadership and its ability to mitigate employee knowledge-hiding behaviour. Moreover, this study aims to investigate the mediating effect of employee self-efficacy and the trust that they have in their leader, based on the relationship between humble leadership behaviour and knowledge-hiding in Jordanian health-care organisations. Design/methodology/approach This study used a quantitative method, and 260 employees of Jordan’s health-care organisations completed an online self-report questionnaire. Further to this, structural equation modelling was used to test the hypothesised correlations. Findings According to the findings of this study, the leaders who exhibited humble behaviour mitigated their employees’ tendencies to engage in the two dimensions of knowledge-hiding (evasive hiding and playing dumb); however, they increased the tendency to practice rationalised hiding. Furthermore, the self-efficacy of employees and trust in their leader mediated the relationship between humble leadership and employees’ knowledge-hiding behaviour. Originality/value This study contributes to the literature by proposing and empirically demonstrating the impact of humble leadership across all three dimensions of knowledge-hiding behaviour, which in turn facilitates new discoveries in a developing country setting. This research expands and sheds light on the theory of humble leadership by proposing a motivational aspect in the negative relation between humble leadership and employees’ knowledge-hiding behaviour: employees’ self-efficacy and trust in their leader.

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Investigating the moderating effect of humble leadership behaviour on motivational factors and knowledge-sharing intentions: evidence from Jordanian public organisations

Cited by 9 publications

References 89 publications

Motivational Elements of Online Knowledge Sharing Among Employees: Evidence from the Banking Sector

Motivational Elements of Online Knowledge Sharing Among Employees: Evidence from the Banking Sector

Effects of servant leadership, affective commitment, and trust on knowledge sharing tendency in the financial industry

Does humble leadership mitigate employees’ knowledge-hiding behaviour? The mediating role of employees’ self-efficacy and trust in their leader

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