Delving into the link between employee proactivity and knowledge sharing: A multilevel mediated moderation investigation
This study examines why and when proactive employees share knowledge. By integrating the Motivation-Opportunity-Ability Framework and Trait Activation Theory, and incorporating Mindsponge Theory, our multi-level model proposed that job autonomy moderates the impact of proactive personality on knowle...
| Main Authors: | , , , |
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| Format: | Article |
| Language: | English |
| Published: |
Elsevier
2024-06-01
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| Series: | Acta Psychologica |
| Subjects: | |
| Online Access: | http://www.sciencedirect.com/science/article/pii/S0001691824001598 |
| _version_ | 1797200865251033088 |
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| author | Maolin Wang Xinhui Jiang Nannan Chen Nanjin Zhou |
| author_facet | Maolin Wang Xinhui Jiang Nannan Chen Nanjin Zhou |
| author_sort | Maolin Wang |
| collection | DOAJ |
| description | This study examines why and when proactive employees share knowledge. By integrating the Motivation-Opportunity-Ability Framework and Trait Activation Theory, and incorporating Mindsponge Theory, our multi-level model proposed that job autonomy moderates the impact of proactive personality on knowledge sharing (KS) within and between teams. Transformational leadership exhibits a cross-level effect on job autonomy. Utilizing a two-source, three-time-point research design, we collected data from 63 team leaders and 241 team members across six Chinese companies. Multilevel regression analysis revealed that within teams, increased job autonomy coupled with a proactive personality significantly enhanced KS. Between teams, job autonomy had a positive moderating effect. When job autonomy was low, more proactive teams exhibited less KS, whereas this negative effect was mitigated when job autonomy was high. The cross-level effect of transformational leadership on job autonomy was demonstrated. The theoretical and practical implications of these findings are discussed. |
| first_indexed | 2024-04-24T07:38:26Z |
| format | Article |
| id | doaj.art-45f985324e4744b6a5338e1d39cf5700 |
| institution | Directory Open Access Journal |
| issn | 0001-6918 |
| language | English |
| last_indexed | 2024-04-24T07:38:26Z |
| publishDate | 2024-06-01 |
| publisher | Elsevier |
| record_format | Article |
| series | Acta Psychologica |
| spelling | doaj.art-45f985324e4744b6a5338e1d39cf57002024-04-20T04:17:09ZengElsevierActa Psychologica0001-69182024-06-01246104282Delving into the link between employee proactivity and knowledge sharing: A multilevel mediated moderation investigationMaolin Wang0Xinhui Jiang1Nannan Chen2Nanjin Zhou3School of Business, Yunnan University of Finance and Economics, Kunming 650221, ChinaCorresponding author at: School of Business, Yunnan University of Finance and Economics, 237 Longquan Road, Wuhua District, Kunming 650221, China.; School of Business, Yunnan University of Finance and Economics, Kunming 650221, ChinaSchool of Business, Yunnan University of Finance and Economics, Kunming 650221, ChinaSchool of Business, Yunnan University of Finance and Economics, Kunming 650221, ChinaThis study examines why and when proactive employees share knowledge. By integrating the Motivation-Opportunity-Ability Framework and Trait Activation Theory, and incorporating Mindsponge Theory, our multi-level model proposed that job autonomy moderates the impact of proactive personality on knowledge sharing (KS) within and between teams. Transformational leadership exhibits a cross-level effect on job autonomy. Utilizing a two-source, three-time-point research design, we collected data from 63 team leaders and 241 team members across six Chinese companies. Multilevel regression analysis revealed that within teams, increased job autonomy coupled with a proactive personality significantly enhanced KS. Between teams, job autonomy had a positive moderating effect. When job autonomy was low, more proactive teams exhibited less KS, whereas this negative effect was mitigated when job autonomy was high. The cross-level effect of transformational leadership on job autonomy was demonstrated. The theoretical and practical implications of these findings are discussed.http://www.sciencedirect.com/science/article/pii/S0001691824001598Proactive personalityKnowledge sharingJob autonomyTransformational leadershipMultilevel |
| spellingShingle | Maolin Wang Xinhui Jiang Nannan Chen Nanjin Zhou Delving into the link between employee proactivity and knowledge sharing: A multilevel mediated moderation investigation Acta Psychologica Proactive personality Knowledge sharing Job autonomy Transformational leadership Multilevel |
| title | Delving into the link between employee proactivity and knowledge sharing: A multilevel mediated moderation investigation |
| title_full | Delving into the link between employee proactivity and knowledge sharing: A multilevel mediated moderation investigation |
| title_fullStr | Delving into the link between employee proactivity and knowledge sharing: A multilevel mediated moderation investigation |
| title_full_unstemmed | Delving into the link between employee proactivity and knowledge sharing: A multilevel mediated moderation investigation |
| title_short | Delving into the link between employee proactivity and knowledge sharing: A multilevel mediated moderation investigation |
| title_sort | delving into the link between employee proactivity and knowledge sharing a multilevel mediated moderation investigation |
| topic | Proactive personality Knowledge sharing Job autonomy Transformational leadership Multilevel |
| url | http://www.sciencedirect.com/science/article/pii/S0001691824001598 |
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