Knowledge Spillovers and Entrepreneurs’ Export Orientation

We draw on knowledge spillover literature to suggest that a country’s level of foreign direct investment (FDI) and international trade may influence the export orientation of its entrepreneurs, which in turn may relate to the country’s total level of entrepreneurial activity. Macro-level data from 34 countries during 2002–2005 indicate that a country’s outward FDI, export, and import positively affect entrepreneurs’ export orientation, but these effects differ in how fast they manifest themselves. Furthermore, the extent to which a country’s entrepreneurs engage in export-oriented activities affects the subsequent emergence of new businesses. These findings have important implications for research and practice.Export orientation;Knowledge spillovers;Country-level entrepreneurship

Knowledge-sharing efforts and employee creative behavior: the invigorating roles of passion for work, time sufficiency and procedural justice

Purpose: Drawing from the conservation of resources theory, this study aims to investigate the relationship between employees’ knowledge-sharing efforts and creative behaviors; particularly, it addresses how this relationship may be invigorated by three resources that operate at individual (passion for work), job (time sufficiency) and organizational (procedural justice) levels. Design/methodology/approach: Quantitative data were collected through a survey administered to employees in a banking organization in Mozambique. Findings: The usefulness of knowledge-sharing efforts for stimulating creative behavior is greater when employees feel passionate about work, have sufficient time to complete their job tasks and perceive that organizational decision-making is fair. Practical implications: The results inform organizations about the circumstances in which the application of employees’ collective knowledge bases, derived from their peer interactions, to the generation of novel solutions for problem situations is more likely to materialize. Originality/value: By detailing the interactive routes by which knowledge-sharing efforts and distinct resources (passion for work, time sufficiency and procedural justice) promote employee creative behavior, this study extends prior research that has focused on the direct influences of these resources on knowledge sharing and creative work outcomes. It pinpoints the circumstances in which intra-organizational knowledge exchange can generate the greatest value, in terms of enhancing creativity.info:eu-repo/semantics/acceptedVersio

“Hey everyone, look at me helping you!”: A contingency view of the relationship between exhibitionism and peer-oriented helping behaviors

This research investigates how an understudied personal resource (exhibitionism) might positively connect with peer-oriented helping behavior, as well as how this connection might be invigorated by four pertinent contextual resources: two resources that speak to beliefs about fair organizational treatment (informational justice and procedural justice) and two resources that capture how employees feel about their work functioning (job satisfaction and organizational commitment). Two-wave survey data collected among banking sector employees reveal that their desire to be the center of attention is associated with an enhanced propensity to extend help to other organizational peers, voluntarily. This process also is more likely when employees (1) believe that organizational authorities provide them with sufficient information, (2) perceive organizational procedures as fair, (3) feel happy with their current job situation, and (4) experience a strong emotional bond with their employer.info:eu-repo/semantics/publishedVersio

Family, work, collegial, and emotional influences on problem-focused voice behaviors

This study details the unexplored connection between employees’ exposure to family incivility and voice behavior to pinpoint organization problems, considering the mediating role of their work engagement and the moderating role of their emotion sharing with colleagues in this connection. Survey data obtained from employees who work in the banking sector reveal that a critical reason rude treatment by family members keeps employees from expressing their opinions about organizational shortcomings at work is that they exhibit limited positive work energy. This explanatory role of work engagement is less salient though when employees can draw on the relational resource of emotion sharing. For organizational change professionals, this study accordingly showcases a core explanation, thwarted work engagement, by which family-related hardships prevent employees from undertaking productive problem-focused voice activities, and it explicates how this mechanism can be subdued if the work environment encourages employees to express personal feelings openly to their peers.info:eu-repo/semantics/publishedVersio

Sleepy but creative? How affective commitment, knowledge sharing, and organizational forgiveness mitigate the dysfunctional effect of insomnia on creative behaviors

Purpose: This study investigates how employees' experience of suffering from insomnia might reduce the likelihood that they perform creative activities, as well as how this negative relationship might be buffered by employees' access to resources at three levels: an individual resource (affective commitment), a relational resource (knowledge sharing with peers) and an organizational resource (climate of organizational forgiveness). Design/methodology/approach: Quantitative data came from a survey of employees in the banking sector. Findings: Insomnia reduces creativity, but this effect is weaker when employees feel a strong emotional bond to their organization, openly share knowledge with colleagues and believe that their organization forgives errors. Research limitations/implications: The limitations of this research include its relatively narrow scope by focusing on one personal stressor only, its cross-sectional design, its reliance on subjective measures of insomnia and creativity and its single-industry, single-country design. Practical implications: The findings indicate different, specific ways in which human resource managers can overcome the challenges associated with sleep-deprived employees who avoid productive work behaviors, including creativity. Originality/value: This study adds to extant scholarship by specifying how employees' persistent sleep deprivation might steer them away from undertaking creative behaviors, with a particular focus on how several pertinent resources buffer this process.info:eu-repo/semantics/acceptedVersio

So tired, I can't even help you: How work-related sleep deprivation evokes dehumanization of organizational leaders and less organizational citizenship behavior

To unpack the relationship between employees' work-induced sleep deprivation and their organizational citizenship behavior, this study details a mediating role of their propensities to dehumanize their organizational leaders, as well as a moderating role of perceived job formalization. Survey data collected from employees who work in the oil distribution sector show that a critical reason that persistent sleep problems, caused by work, reduce the likelihood that they engage in voluntary work efforts is that they treat organizational leaders as impersonal objects. Perceptions of the presence of job formalization or red tape invigorate this detrimental effect. For organizational practitioners, this study accordingly reveals a notable danger for employees who have trouble sleeping due to work: They do not take on extra work that otherwise could add to their organizational standing. This counterproductive dynamic is particularly salient when employees believe that their work functioning is constrained by strict organizational policies and guidelines.info:eu-repo/semantics/acceptedVersio

Let's work together, especially in the pandemic: finding ways to encourage problem-focused voice behavior among passionate employees

Purpose—This study seeks to unravel the relationship between employees’ passion for work and their engagement in problem-focused voice behavior by identifying a mediating role of their efforts to promote work-related goal congruence and a moderating role of their perceptions of pandemic threats to the organization. Design/methodology/approach—The research hypotheses were tested with quantitative data collected through a survey instrument administered among 158 employees in a large Portuguesebased organization that operates in the food sector, in the midst of the COVID-19 pandemic. The Process macro was applied to assess the moderated mediation dynamic that underpins the proposed theoretical framework. Findings—Employees’ positive work-related energy enhances their propensity to speak up about organizational failures because they seek to find common ground with their colleagues with respect to the organization’s goals and future. The mediating role of such congruence-promoting efforts is particularly prominent to the extent that employees dwell on the threats that a pandemic holds for their organization. Practical implications—The study pinpoints how HR managers can leverage a negative situation—employees who cannot keep the harmful organizational impact of a life-threatening virus out of their minds—into productive outcomes, by channeling positive work energy, derived from their passion for work, toward activities that bring organizational problems into the open. Originality/value—This study adds to HR management research by unveiling how employees’ attempts to gather their coworkers around a shared work-related mindset can explain how their passion might spur reports of problem areas, as well as explicating how perceived pandemicrelated threats activate this process.info:eu-repo/semantics/acceptedVersio

Perceived organizational politics and quitting plans: an examination of the buffering roles of relational and organizational resources

Purpose: The goal of this research is to examine the link between employees' beliefs that organizational decision-making processes are guided by self-serving behaviors and their own turnover intentions, as well as how this link may be buffered by four distinct resources, two that speak to the nature of peer exchanges (knowledge sharing and relationship informality) and two that capture critical aspects of the organizational environment (change climate and forgiveness climate). Design/methodology/approach: Quantitative survey data were collected among 208 employees who work in the oil and gas sector in Mozambique. Findings: The results indicate that employees' beliefs about dysfunctional political games stimulate their plans to quit. Yet this translation is less likely to occur to the extent that their peer relationships are marked by frequent and informal exchanges and that organizational leaders embrace change and forgiveness. Practical implications: For organizations, these findings offer pertinent insights into different circumstances in which decision-related frustrations are less likely to escalate into quitting plans. In particular, such escalation can be avoided to the extent that employees feel supported by the frequency and informal nature of their communication with colleagues, as well as the extent to which organizational leaders encourage change and practice forgiveness. Originality/value: This study adds to extant research by explicating four unexplored buffers that diminish the risk that frustrations with politicized decision-making translate into enhanced turnover intentions.info:eu-repo/semantics/acceptedVersio

Violated contracts, inadequate career support, but still forgiveness: Key organizational factors that determine championing behaviors

To establish how and when psychological contract violations steer employees away from championing behaviors, this study addresses the mediating role of beliefs about inadequate career support and the moderating role of forgiveness climates, as perceived by employees. Survey data from 208 employees of a retail organization, along with a simultaneous estimation of mediation and moderation effects (Process macro), reveal that a sense of organizational betrayal undermines efforts to mobilize support for innovative ideas, because employees critique employers for offering limited career support. Perceptions of an organizational climate that forgives mistakes mitigate this harmful process. For championing research, this study unpacks an unexplored link between psychological contract violations and championing efforts, influenced by career-related adversity and organizational forgiveness. For practitioners, it pinpoints the danger that employees who feel betrayed might inadvertently make things more difficult, because they react with work-related complacency. Organizations should create benevolent internal environments to diminish this danger.info:eu-repo/semantics/publishedVersio

Mitigating the risk that peer-initiated task conflict escalates into diminished helping: roles of passion for work and collectivistic orientation

This study unravels the link between employees’ exposure to peer-initiated task conflict—defined as the extent to which they perceive that coworkers systematically contest and attack their opinions—and their engagement in helping behavior. Beliefs about interpersonal conflict might mediate this link, and two personal resources, passion for work and collectivistic orientation, arguably have moderating roles. To test these predictions, this study relies on survey data from employees who work in the banking sector, which confirm that peer-initiated task conflict diminishes helping behavior, because the focal employees come to believe coworkers are responsible for their emotion-based quarrels. Employees’ passion for work and collectivistic orientation buffer this harmful dynamic. Organizations thus should recognize that exposure to overcritical colleagues can undermine voluntary work behaviors, as well as consider how they might help reduce the force of this negative dynamic by enabling employees to find ways to draw from their supportive personal resources.info:eu-repo/semantics/acceptedVersio