Differentiation in perceived organizational support and knowledge sharing of outsourced employees – a cross-hierarchy moderating model

Abstract

Purpose

Outsourcing has become a crucial avenue for companies to acquire external knowledge. To better understand how dual organizational supports influence the knowledge sharing behavior of outsourced employees within triangular employment relationships, grounded in social exchange theory, this study explores the effect and mechanism of differentiation in perceived organizational support (DPOS) on knowledge sharing of outsourced employees.

Design/methodology/approach

A two-wave survey was conducted to test the hypotheses, and data were collected from 271 outsourced employees and their leaders (from client organizations) in 52 interorganizational teams.

Findings

Results show that DPOS positively affect the knowledge sharing of outsourced employees and has a stronger predictive value than that of client organizational support. Outsourced employees’ psychological ownership to the interorganizational team mediates this relationship. Task interdependence plays a positive cross-hierarchy moderating role in the relationship between DPOS and psychological ownership to the interorganizational team.

Practical implications

This research provides practical advice for support strategies of client and supplier organizations.

Originality/value

Results provide further understanding for outsourced employees’ psychological and behavioral mode in triangular employment contexts.

Citation

Qin, C., Wang, P. and Liu, S. (2024), "Differentiation in perceived organizational support and knowledge sharing of outsourced employees – a cross-hierarchy moderating model", Employee Relations, Vol. 46 No. 8, pp. 1648-1665. https://doi.org/10.1108/ER-01-2024-0004