A field study of 240 employees nested in 34 groups revealed a negative relationship between knowledge hiding and knowledge hiders' creativity as well as a moderating role of a mastery climate. Study 2 replicated these findings in an experimental study of 132 undergraduate students, testing a reciprocal distrust loop and comparing it with an alternative intrapsychic explanatory process based on situational regulatory focus. Knowledge hiding prevents colleagues from generating creative ideas, but it may also have negative consequences for the creativity of a knowledge hider. Drawing on social exchange theory, we propose that when employees hide knowledge, they trigger a reciprocal distrust loop in which coworkers are unwilling to share knowledge with them. We further suggest that these effects are contingent on motivational climate, in such a way that the negative effects of an individual's hiding knowledge on his/her own creativity are enhanced in a performance climate and attenuated in a mastery climate. Implications for practice and future research are discussed.
COBISS.SI-ID: 21288678
The first part of the paper defines sustainable leadership based upon international literature review and research in Slovene educational and business environment. The second part presents results of the 5-year empirical research where we have been establishing the most efficient mechanisms of sustainable leadership development as one of the four management functions. Longitudinal research findings state that the management students positively accepted sustainable efforts under Re.think initiative, however further systematic approach to students' sustainable leadership development that demonstrates care for individual, organizational, social and natural well-being is needed. Validation interviews confirmed that participants in sustainable leadership development actively develop wider understanding of the environment and notice positive sustainable effects at the level of the faculty as well as at the individual level of students' development towards social-environmental responsibility. Practical research implications demonstrate the need for leadership development that is congruent with actual needs of the wider environment which means a move away from traditional leadership theories of hero leaders and therefore offer ideas for further pedagogical and research opportunities for youth leadership development.
COBISS.SI-ID: 22404582
The paper recieved the award from the Multinational Business Review and its publisher (Emerald Publishing) for its comprehensive and innovative historical overview of the Bartlett and Ghoshal (1989) transnational typology, which distinguishes between various types of multinational companies. Their work was voted one of 50 most influential works of the 20th century in management by Financial Times. The paper is the first of its kind which traces all the various antecedent works which influenced Barlett & Ghoshal's work, as well as systematically analyzes the evolution of their seminal typology over a decade.
COBISS.SI-ID: 21646054
In two studies using both field (165 employees and their 24 direct supervisors from a manufacturing firm in Study 1) and experimental (123 second-year undergraduate student participants in lab Study 2) data, we explore how perceived supervisor support acts as a crucial contingency that enables higher levels of idea implementation from creative-idea generation. First, we suggest that excessive creative-idea generation (in terms of both frequency and creativity of ideas) can lead to diminished returns with regard to idea implementation. Drawing on a resource allocation framework, we hypothesize and find a curvilinear inverse U-shaped relationship between employee creative-idea generation and implementation. Second, we find that higher levels of perceived supervisor support dampen the curvilinear relationship between creative-idea generation and idea implementation. Accordingly, perceived supervisor support seems to provide employees with access to resources and support needed for idea implementation, making highly creative ideas more implementable.
COBISS.SI-ID: 22081254
We propose and empirically test a multilevel model of cross-level interactions between leader self-perceptions (team level) and follower perceptions of authentic leadership on job satisfaction. Data from 24 supervisors and 171 team members were used. Applying hierarchical linear modelling, we found that follower perceptions of authentic leadership predict employee job satisfaction. We also found support for the interaction effect of leader self-perceptions and follower perceptions of authentic leadership in predicting job satisfaction, integrating the leader- and follower-centric perspectives of authentic leadership. Polynomial regression analysis further supported the fact that the congruence between leader self-perceptions and follower perceptions of authentic leadership is beneficial and that both need to be present at high levels to produce the most beneficial results in terms of followers’ job satisfaction.
COBISS.SI-ID: 21786342