Modeling knowledge sharing and team performance: The interactions of ethical leadership and ambidexterity with politics and job complexity
ISSN: 0025-1747
Article publication date: 26 October 2018
Issue publication date: 5 July 2019
Abstract
Purpose
To deepen our understanding about the development of team performance, the purpose of this paper is to develop a model that explains how ambidexterity and ethical leadership affect knowledge sharing and team performance through within-team competition.
Design/methodology/approach
This study demonstrates the applicability of ambidexterity and within-team competition by surveying 78 teams from the high-tech and banking industries. This study further presents a three-way interaction among ambidexterity, politics and job complexity.
Findings
This study finds that both ambidexterity and ethical leadership are positively related to knowledge sharing and team performance through the mediation of team development competition.
Originality/value
This study confirms that ambidexterity and ethical leadership play critical factors for improving knowledge sharing and team performance through the mediation of team development competition. Furthermore, the moderating effects of politics and job complexity are also confirmed in the research.
Keywords
Citation
Liu, M.-L., Lin, C.-P., Joe, S.-W. and Chen, K.-J. (2019), "Modeling knowledge sharing and team performance: The interactions of ethical leadership and ambidexterity with politics and job complexity", Management Decision, Vol. 57 No. 7, pp. 1472-1495. https://doi.org/10.1108/MD-01-2017-0052
Publisher
:Emerald Publishing Limited
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