领导领地行为与下属知识隐藏的影响机制研究
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摘要
通过问卷调查我国长三角地区8家企业的120位团队领导和390位员工,基于社会学习理论,构建了一个被调节的中介作用模型,以探讨领导领地行为与下属知识隐藏的关系。实证结果表明:领导领地行为对下属知识隐藏行为有显著的正向影响,团队人际信任在其中起到部分中介作用;团队竞争氛围不仅调节了领导领地行为与下属知识隐藏之间的关系,也调节了团队人际信任在领导领地行为和下属知识隐藏之间的中介作用。揭示了领导领地行为对下属知识隐藏的影响效应和作用路径,充实了知识隐藏行为的前因研究,为实践中从领导者层面出发抑制知识隐藏现象的发生提供了有益借鉴。
A moderated mediation model was built to analyze the relationship between supervisor's territorial behavior and employee's knowledge hiding behavior based on the social learning theory.The mediating role of interpersonal team trust and moderating role of competitive team climate between supervisor's territorial behavior and employee's knowledge hiding behavior were hypothesized.The empirical test of data from 120 supervisors and 390 employees from 8 enterprises in Yangtze River Delta region in China shows that supervisor's territorial behavior has apositive impact on employee's knowledge hiding behaviors.It also indicates that interpersonal team trust mediates the relationship between supervisor's territorial behavior and employee's knowledge hiding behavior.The variable of competitive team climate not only moderates the relationship between supervisor's territorial behavior and interpersonal team trust,but also moderates the mediating effect of interpersonal team trust between supervisor's territorial behavior and employee's knowledge hiding behavior.These results not only show that supervisor's territorial behavior has impacts on employee's knowledge hiding behavior,but also reveal its mechanism,enrich the antecedents of knowledge hiding behavior,and have important implication for inhibiting employee's knowledge hiding behaviors from the perspective of supervisors.
A moderated mediation model was built to analyze the relationship between supervisor's territorial behavior and employee's knowledge hiding behavior based on the social learning theory.The mediating role of interpersonal team trust and moderating role of competitive team climate between supervisor's territorial behavior and employee's knowledge hiding behavior were hypothesized.The empirical test of data from 120 supervisors and 390 employees from 8 enterprises in Yangtze River Delta region in China shows that supervisor's territorial behavior has apositive impact on employee's knowledge hiding behaviors.It also indicates that interpersonal team trust mediates the relationship between supervisor's territorial behavior and employee's knowledge hiding behavior.The variable of competitive team climate not only moderates the relationship between supervisor's territorial behavior and interpersonal team trust,but also moderates the mediating effect of interpersonal team trust between supervisor's territorial behavior and employee's knowledge hiding behavior.These results not only show that supervisor's territorial behavior has impacts on employee's knowledge hiding behavior,but also reveal its mechanism,enrich the antecedents of knowledge hiding behavior,and have important implication for inhibiting employee's knowledge hiding behaviors from the perspective of supervisors.
引文
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[2]Stewart A F.Elements of knowledge:pragmatism,logic,andinquiry[M].Vanderbilt University Press,1997.
[3]Cabrera A,Collins W C,Salgado J F.Determinants of individual engagement in knowledgesharing[J].The International Journal of Human Resource Management,2006,17(2):245-264.
[4]Connelly C E,Zweig D,Webster J,et al.Knowledge hiding in organizations[J].Journal of Organizational Behavior,2012,33(1):64-88.
[5]Haas M R,Park S.To share or not to share?Professional norms,reference groups,and information withholding among life scientists[J].Organization Science,2010,21(4):873-891.
[6]Lin HH,Wang Y S.Investigating the Effect of University Students'Personality Traits on Knowledge With holding Intention:A Multi-theory Perspective[J].International Journal of Information and Education Technology,2012,2(4):354.
[7]Levin D Z,Cross R.The strength of weak ties you can trust:The mediating role of trust in effective knowledge transfer[J].Management Science,2004,50(11):1477-1490.
[8]姜荣萍,何亦名.工作场所中员工知识隐藏行为影响因素实证研究[J].科技管理研究,2013,33(20):128-132.
[9]Srivastava A,Bartol K M,Locke E A.Empowering Leadership in Management Teams:Effects on Knowledge Sharing,Efficacy,and Performance[J].Academy of Management Journal,2006,49(6):1239-1251.
[10]Brown G,Lawrence T B,Robinson S L.Territoriality inorganizations[J].Academy of Management Review,2005,30(3):577-594.
[11]Webster J,Brown G,Zweig D,et al.Beyond knowledge sharing:Withholding knowledge at work[M].Emerald Group Publishing Limited,2008:1-37.
[12]Bandura A,Walters R H.Social learning theory[M].New Jersey:Prentice-hall,1977.
[13]Bandura A.Social foundations of thought and action:A social cognitivetheory[M].New Jersey:Prentice-Hall,1986.
[14]Bandura A.Social-learning theory ofidentificatory processes[J].Handbook of socialization theory and research,1969,213:262.
[15]Avey J B,Avolio B J,Crossley C D,et al.Psychological ownership:Theoretical extensions,measurement and relation to work outcomes[J].Journal of Organizational Behavior,2009,30(2):173-191.
[16]Peng H,Wei F.Trickle-down effects of perceived leader integrity on employee creativity:A moderated mediation model[J].Journal of Business Ethics,2016:1-15.
[17]刘军,陈星汶,肖宁,等.当协作要求遇上“山头主义”:领地行为与任务相依性对团队绩效的影响研究[J].华南师范大学学报:社会科学版,2016,(5):99-109.
[18]Kark R,Van Dijk D.Motivation to lead,motivation to follow:The role of the self-regulatory focus in leadership processes[J].Academy of Management Review,2007,32(2):500-528.
[19]Brewer M B,Gardner W.Who is this“We”Levels of collective identity and self representations[J].Journal of personality and social psychology,1996,71(1):83-93.
[20]McAllister D J.Affect-and cognition-based trust as foundations for interpersonal cooperation inorganizations[J].Academy of management journal,1995,38(1):24-59.
[21]Liu D,Liao H,Loi R.The Dark Side of Leadership:A ThreeLevel Investigation of the Cascading Effect of Abusive Supervision on Employee Creativity[J].Academy of Management Journal,2012,55(5):1187-1212.
[22]Brown S P,Cron W L,Slocum J W Jr.Effects of trait competitiveness and perceived intraorganizational competition on salesperson goal setting and performance[J].The Journal of Marketing,1998:88-98.
[23]Beersma B,Hollenbeck J R,Humphrey S E,et al.Cooperation,competition,and team performance:Toward a contingency approach[J].Academy of Management Journal,2003,46(5):572-590.
[24]Cerne M,Nerstad C G L,Dysvik A,et al.What goes around comes around:Knowledge hiding,perceived motivational climate,and creativity[J].Academy of Management Journal,2014,57(1):172-192.
[25]Lewin K.Field theory in social science[M].New York:Harper,1951.
[26]Howell J P,Dorfman P W,Kerr S.Moderator variables in leadership research[J].Academy of management review,1986,11(1):88-102.
[27]Brown G,Crossley C,Robinson S L.Psychological Ownership,Territorial Behavior,and Being Perceived as a Team Contributor:The Critical Role of Trust in the Work Environment[J].Personnel Psychology,2014,67(2):463-485.
[28]Podsakoff P M,MacKenzie S B,Lee J Y,et al.Common method biases in behavioral research:A critical review of the literature and recommended remedies[J].Journal of applied psychology,2003,88(5):879-903.
[29]Aiken L S,West S G,Reno R R.Multiple regression:Testing and interpreting interactions[M].Newbury Park,Calif:Sage Publications.1991.
[30]Edwards J R,Lambert L S.Methods for integrating moderation and mediation:a general analytical framework using moderated path analysis[J].Psychological methods,2007,12(1):1-22.
[31]Trevino L K,Youngblood S A.Bad apples in bad barrels:Acausal analysis of ethical decision-making behavior[J].Journal of Applied psychology,1990,75(4):378-385.