Relationship between Big Five personality traits and knowledge sharing behaviour: moderating role of Islamic work ethics

Abstract

PurposeThe existence of intense competition in turbulent markets confirms the importance of using ethical employee practices in knowledge sharing behaviour (KSB) to ensure organisational growth. This is especially applicable in developing countries' markets where this intensive competition usually results in organisations following illicit practices. This paper aims to examine the relationship between the Big Five personality traits (i.e. openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism) and KSB using Islamic work ethics (IWE) as the moderator.Design/methodology/approachA quantitative research method using a survey instrument collected 182 responses from employees in the Pakistani telecommunication industry. The partial least squares structural equation model (PLS-SEM) was used to analyse the collected data.FindingsThe results found that IWE has a positive impact on KSB and a positive moderating impact on the relationship between the Big Five personality traits except neuroticism and KSB. Also, openness to experience and agreeableness positively impacted KSB.Practical implicationsThis paper contributes to the field of human resource (HR) management by helping managers in the hiring process or developing employee's personalities. Additionally, policymakers are encouraged to create Islamic values platforms to increase KSB amongst employees.Originality/valueThis study indicates the importance of IWE in boosting the impact of personality on KSB and provides insights into IWE's role in enhancing an organisation's competitive advantages in turbulent markets.

Islamic Organizational Citizenship Behavior among Millennial Workers: The Role of Islamic Leadership, Workplace Spirituality, and Islamic Work Ethic In Central Java, Indonesia

“…Islamic work ethic: It was assessed using a recognized 4-item scale (Ali, 1992;Javaid et al, 2022;Rokhman, 2010;Wahab, 2017;Zia et al, 2022). Example items are, "good work benefits both one's self and others" and "work is not an end in itself but a means to foster personal growth and social relations".…”

“…There are various studies on the role of Islamic work ethics in multiple things in organizational activities and the environment. Islamic work ethics has an influence on work outcomes (Rokhman, 2010), OCB (Murtaza et al, 2016;Zia et al, 2022), conscientiousness, agreeableness, extraversion, opennessto-experience and emotional instability of employees (Wahab, 2017), leadership (Javed et al, 2020), and knowledge sharing behavior (Javaid et al, 2022;Murtaza et al, 2016).…”

“…In the current culture, working under pressure and feeling anxious is the norm. Employees struggle with several issues, including workplace tiredness, despair, loneliness, and spiritual emptiness, among others (Fry, 2003;Javaid et al, 2022). Consequently, leaders should emphasize the humanistic value highly (Dubey et al, 2022;Sholikhah et al, 2019).…”

“…Things closely related to OCB, Islamic Leadership, and IWS are Islamic Work Ethics (IWE) because to from OCB it requires the support of the manager (Islamic leadership), the atmosphere at the workplace (Islamic workplace spiritual), and the ethics of the workers themselves (Islamic work ethics). Javaid et al (2022) conclude in their research that IWE is important for strengthening the influence of personality on the behavior of sharing knowledge and offers insights into how IWE might improve an organization's competitive advantages in turbulent markets. Then, Zia et al (2022) state that Islamic business ethics are essential in the workplace and enhance personal behavior and quality of life.…”

Leader green behavior as an outcome of followers' critical thinking and active engagement: the moderating role of pro-environmental behavior

“…Since FPEB encourages behavior that mitigates environmental harms while considering societal actions for protection of the environment, it is essential that such behavior be nurtured by leaders for a more organizational sustainable performance (Quoquab et al ., 2020). On the other hand, the contradictions in the relationship between the dimensions of followers and LGB suggest that individual factors may moderate these relationships (Javaid et al ., 2022; Li et al ., 2020). Accordingly, followers with AE and ICT positively affect leader behavior (Khan et al ., 2020).…”