Linking Core Self-Evaluation to Creativity: the Roles of Knowledge Sharing and Work Meaningfulness

Zhang, Yejun; Sun, Jian‐Min; Lin, Caihui; Ren, Hong

doi:10.1007/s10869-018-9609-y

Cited by 38 publications

(53 citation statements)

References 99 publications

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“…The limited attention to these topics is notable, in light of previous arguments that the translation of favorable organizational treatments 20 into change-invoking work activities is not automatic, because the activities might be received with significant resistance or even rejection (Hon et al, 2014;Walter et al, 2011). In response, this study has drawn from COR theory and its underpinning notion of resource gain spirals (Hobfoll, 2001;Hobfoll & Shirom, 2000) to argue that employees' beliefs that their organization has supported their career development stimulates their idea championing to a greater extent when they have access to pertinent resources, whether those resources pertain to perceptions of the importance of their job tasks (Zhang et al, 2018) or their strong identification with the organization (Wang et al, 2019). The results support these theoretical predictions.…”

Section: Discussionmentioning

confidence: 99%

“…Employees who perceive that their daily jobs can make a positive difference to others also tend to feel good about identifying and resolving organizational failures (Zhang et al, 2018), so they may be especially eager to leverage their positive feelings in championing activities designed to contribute to the success of their organization (Walter et al 2011).…”

Section: Moderating Role Of Work Meaningfulnessmentioning

confidence: 99%

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When are employees idea champions? When they achieve progress at, find meaning in, and identify with work

Clercq

Pereira

2020

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PurposeDrawing from conservation of resources (COR) theory, this study investigates the relationship between employees' perceived career progress and their championing behavior and particularly how this relationship might be invigorated by two critical personal resources at the job (work meaningfulness) and employer (organizational identification) levels.Design/methodology/approachQuantitative data were collected from a survey administered to 245 employees in an organization that operates in the oil industry.FindingsBeliefs about organizational support for career development are more likely to stimulate idea championing when employees find their job activities meaningful and strongly identify with the successes and failures of their employing organization.Practical implicationsThis study offers organizations deeper insights into the personal circumstances in which positive career-related energy is more likely to be directed toward the active mobilization of support for novel ideas.Originality/valueAs a contribution to extant championing research, this research details how employees' perceived career progress spurs their relentless efforts to push novel ideas, based on their access to complementary personal resources.

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Section: Discussionmentioning

confidence: 99%

Section: Moderating Role Of Work Meaningfulnessmentioning

confidence: 99%

When are employees idea champions? When they achieve progress at, find meaning in, and identify with work

Clercq

Pereira

2020

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“…For example, Wang and Xu (2019) found, through the study of 377 employees, that ethical leadership is effective in eliciting work meaningfulness and attitudes for employees with higher CSE or when perceived organizational support (POS) is lower, and is ineffective for those with lower CSE or when POS is higher. Yet, Zhang et al (2020) discovered, using a sample of 200 researchers and their supervisors, that employee knowledge sharing behavior works as a mechanism that links CSE to creativity. In particular, they identified the novel moderating role of work meaningfulness in the relationship between CSE and knowledge sharing and the indirect effect of CSE on creativity due to knowledge sharing.…”

Section: Core Self-evaluationsmentioning

confidence: 99%

Core Self-Evaluations, Self-Leadership, and the Self-Serving Bias in Managerial Decision Making: A Laboratory Experiment

Cristofaro

Giardino

2020

Administrative Sciences

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The self-leadership construct has received great attention from scholars over the last 40 years due to its capacity to influence personal effectiveness. However, despite strongly influencing individuals’ self-efficacy, performed studies did not determine whether self-leadership is connected, and how, with the Core-Self Evaluation (CSE) trait—a complex personality disposition based on self-efficacy, self-esteem, locus of control, and emotional stability—that has been found impacting decision-making processes within organizations. Moreover, it has not been identified whether individuals with a high level of self-leadership are more prone to be victims of some cognitive biases in decision-making processes, such as the internal attribution of successes and external attribution of failures (i.e., Self-Serving Bias, SSB) that are usually led by the strong belief of individuals in their own capacities. The outlined gaps can be substantiated by the following two research questions: “How is self-leadership related with CSE?” and “How does self-leadership influence the attribution of successes/failures?”. To answer these questions, the following were identified and analyzed for 93 executives: (i) the tendency in the attribution of successes and failures, (ii) the CSE, and (iii) their self-leadership level. Results show that: (i) a high level of CSE is connected with high levels of self-leadership; (ii) high levels of self-leadership bring individuals to the internal attribution of successes and external attribution of failures. This work reinforces the stream of (the few) studies that considers a high level of CSE and self-leadership as not always being desirable for managerial decision-making processes and consequent performance. This paper aims to enrich the debate concerning the relations between, on the one hand, self-leadership and, on the other hand, personality traits between self-leadership and decision making.

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“…Knowledge sharing is vital if organizations are to sustain themselves in a highly competitive and dynamic environment [1][2][3][4][5]. Scholars have acknowledged the benefits of knowledge sharing on innovation and performance [6,7].…”

Section: Introductionmentioning

confidence: 99%

Supervisor Knowledge Sharing and Employee Knowledge Sharing: The Moderating Roles of Learning Goal Orientation and Affective Organizational Commitment

Kim

2021

Sustainability

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Recognizing the importance of knowledge sharing, this study adopted social learning and social exchange perspectives to understand when employees may engage in knowledge sharing. Using data collected from 192 employees in various South Korean organizations, the findings demonstrate that there is a positive relationship between supervisor knowledge sharing and employee knowledge sharing. As employees perceive a high level of supervisor knowledge sharing, they are likely to engage in knowledge sharing based on social learning and social exchange theories. Furthermore, the study explores the moderating effects of learning goal orientation and affective organizational commitment in the relationship between supervisor knowledge sharing and employee knowledge sharing. The result supports the hypothesis that the relationship between supervisor knowledge sharing and employee knowledge sharing is strengthened when there is a high level of affective organizational commitment. Employees who obtain valuable knowledge from their supervisors are likely to engage in knowledge sharing when they are emotionally attached to their organization. However, in contrast to the hypothesis, the positive relationship between supervisor knowledge sharing and employee knowledge sharing was stronger at the lower levels of learning goal orientation (LGO) than at the higher levels of LGO.

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Linking Core Self-Evaluation to Creativity: the Roles of Knowledge Sharing and Work Meaningfulness

Cited by 38 publications

References 99 publications

When are employees idea champions? When they achieve progress at, find meaning in, and identify with work

When are employees idea champions? When they achieve progress at, find meaning in, and identify with work

Core Self-Evaluations, Self-Leadership, and the Self-Serving Bias in Managerial Decision Making: A Laboratory Experiment

Supervisor Knowledge Sharing and Employee Knowledge Sharing: The Moderating Roles of Learning Goal Orientation and Affective Organizational Commitment

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