Sujun Dong, Fanchao Meng, Dechun Guo and Hongling Kang
The time of tightly coupled transient calculation and the accuracy of conventional loosely coupled algorithm make it difficult to meet the engineering design requirements for…
Abstract
Purpose
The time of tightly coupled transient calculation and the accuracy of conventional loosely coupled algorithm make it difficult to meet the engineering design requirements for long-term conjugate heat transfer (CHT) problems. The purpose of this paper is to propose a new loosely coupled algorithm with sufficient accuracy and less calculation time on the basis of the quasi-steady flow field. Through this algorithm, it will be possible to reduce the update frequency of the flow field and devise a strategy by which to reasonably determine the update steps.
Design/methodology/approach
In this paper, the new algorithm updates the flow field by solving the steady governing equations in the fluid region and by calculating the transient temperature distribution until the next update of the fluid flow, by means of solving the transient energy equations in the entire computational domain. The authors propose a strategy by which to determine the update step, by using the engineering empirical formula of the Nusselt number, on the basis of the changes of the inlet and outlet boundary conditions.
Findings
Taking a duct heated by an inner forced air flow heating process as an example, the comparison results for the tightly coupled transient calculation by Fluent software shows that the new algorithm is able to significantly reduce the calculation time of the transient temperature distribution with reasonable accuracy. For example, the respective computing times are reduced to 22.8 and 40 per cent, while the duct wall temperature deviations are 7 and 5 per cent, using the two flow update time steps of 100 and 50 s on the variable inlet-flow rate conditions.
Originality/value
The new algorithm outlined in this paper further improves the calculated performance and meets the engineering design requirements for long-term CHT problems.
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Yi He, Feiyu Li and Xincan Liu
In today’s digital economy, it is very important to cultivate digital professionals with advanced interdisciplinary skills. The purpose of this paper is that universities play a…
Abstract
Purpose
In today’s digital economy, it is very important to cultivate digital professionals with advanced interdisciplinary skills. The purpose of this paper is that universities play a vital role in this effort, and research teams need to use the synergistic effect of various educational methods to improve the quality and efficiency of personnel training. For these teams, a powerful evaluation mechanism is very important to improve their innovation ability and the overall level of talents they cultivate. The policy of “selecting the best through public bidding” not only meets the multi-dimensional evaluation needs of contemporary research, but also conforms to the current atmosphere of evaluating scientific and technological talents.
Design/methodology/approach
Nonetheless, since its adoption, several challenges have emerged, including flawed project management systems, a mismatch between listed needs and actual core technological needs and a low rate of conversion of scientific achievements into practical outcomes. These issues are often traced back to overly simplistic evaluation methods for research teams. This paper reviews the literature on the “Open Bidding for Selecting the Best Candidates” policy and related evaluation mechanisms for research teams, identifying methodological shortcomings, a gap in exploring team collaboration and an oversight in team selection criteria.
Findings
It proposes a theoretical framework for the evaluation and selection mechanisms of research teams under the “Open Bidding for Selecting the Best Candidates” model, offering a solid foundation for further in-depth studies in this area.
Originality/value
Research progress on the Evaluation Mechanism of Scientific Research Teams in the Digital Economy Era from the Perspective of “Open Bidding for Selecting the Best Candidates.”
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Rayees Farooq and Almaas Sultana
The purpose of this study is to analyze the relationship between abusive supervision and knowledge hiding. The study also examines the mediating role of distrust in the…
Abstract
Purpose
The purpose of this study is to analyze the relationship between abusive supervision and knowledge hiding. The study also examines the mediating role of distrust in the relationship between abusive supervision and knowledge hiding.
Design/methodology/approach
The procedure used in the study is a systematic literature review covering abusive supervision, knowledge hiding, distrust from 1994 to 2021. The studies were explored using the keyword search such as, “abusive supervision,” “knowledge hiding” and “distrust” from the selected databases including Emerald, ScienceDirect, EbscoHost and Google Scholar.
Findings
The study found that abusive supervision is positively related to knowledge hiding and distrust mediates the relationship between abusive supervision and knowledge hiding. The study also proposes procrastination as one of the dimensions of knowledge hiding.
Originality/value
The study is an attempt to uncover a series of relationships between abusive supervision, knowledge hiding and distrust, which may enhance academic discussion and also offer clarity to the conceptualization of these two fields.
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The concept of knowledge-hiding starkly contradicts the notions with which it is closely associated, such as knowledge-hoarding and knowledge-sharing. The understanding of the…
Abstract
Purpose
The concept of knowledge-hiding starkly contradicts the notions with which it is closely associated, such as knowledge-hoarding and knowledge-sharing. The understanding of the effect of humble leadership on follower knowledge-hiding behaviour is particularly limited, as it is significantly underdeveloped owing to its distinct nature. Ergo, this paper aims to explore the role of humble leadership and its ability to mitigate employee knowledge-hiding behaviour. Moreover, this study aims to investigate the mediating effect of employee self-efficacy and the trust that they have in their leader, based on the relationship between humble leadership behaviour and knowledge-hiding in Jordanian health-care organisations.
Design/methodology/approach
This study used a quantitative method, and 260 employees of Jordan’s health-care organisations completed an online self-report questionnaire. Further to this, structural equation modelling was used to test the hypothesised correlations.
Findings
According to the findings of this study, the leaders who exhibited humble behaviour mitigated their employees’ tendencies to engage in the two dimensions of knowledge-hiding (evasive hiding and playing dumb); however, they increased the tendency to practice rationalised hiding. Furthermore, the self-efficacy of employees and trust in their leader mediated the relationship between humble leadership and employees’ knowledge-hiding behaviour.
Originality/value
This study contributes to the literature by proposing and empirically demonstrating the impact of humble leadership across all three dimensions of knowledge-hiding behaviour, which in turn facilitates new discoveries in a developing country setting. This research expands and sheds light on the theory of humble leadership by proposing a motivational aspect in the negative relation between humble leadership and employees’ knowledge-hiding behaviour: employees’ self-efficacy and trust in their leader.
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Muhammad Mumtaz Khan, Muhammad Shujaat Mubarik, Syed Saad Ahmed and Tahir Islam
The purpose of this study was to explicate how leaders’ knowledge hiding results in employees’ knowledge hiding. In addition, the study was intended to explore under what…
Abstract
Purpose
The purpose of this study was to explicate how leaders’ knowledge hiding results in employees’ knowledge hiding. In addition, the study was intended to explore under what conditions leaders’ knowledge hiding affects employees’ moral disengagement more deleteriously.
Design/methodology/approach
Data were collected from 321 employees at three different times which were two months apart from each other. Structural equation modeling was used for data analysis.
Findings
The study found leaders’ knowledge hiding to be related to employee moral disengagement. In addition, the study found moral disengagement to affect employees’ knowledge-hiding behavior. Moral disengagement was found to mediate the relationship between leaders’ knowledge hiding and employees’ knowledge hiding. Finally, the study found that employees with high moral identity show more perseverance to preserve their moral engagement when led by knowledge-hiding leaders.
Originality/value
To the best of the authors’ knowledge, the study was first to establish a relationship between a leader’s knowledge hiding and employees’ moral disengagement. The study also established the mediating role of moral disengagement to work as a mediating mechanism linking leaders’ knowledge hiding to employees’ knowledge hiding. Finally, the study found that moral identity moderates the relationship between leaders’ knowledge hiding and employees’ moral disengagement.
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Peixu He, Hanhui Zhou, Cuiling Jiang, Amitabh Anand and Qiongyao Zhou
The key to preventing employees from engaging in deceptive knowledge hiding is fostering a responsible environment. Drawing on social cognitive theory, this study aims to explore…
Abstract
Purpose
The key to preventing employees from engaging in deceptive knowledge hiding is fostering a responsible environment. Drawing on social cognitive theory, this study aims to explore the factors that inhibit deceptive knowledge hiding and to construct potential pathways for enhancing individual moral cognition. This study further analyzes the moderating effect of leader–follower value congruence on these relationships.
Design/methodology/approach
Using data from 341 full-time employees in various service industries in China, this study conducted path analysis, the product-of-coefficients method and bootstrapping to test the hypotheses through a three-stage, time-lagged survey.
Findings
The empirical results show that responsible leadership is negatively associated with employees’ deceptive knowledge hiding. Employee moral reflectiveness mediates this relationship, whereas leader–follower value congruence moderates the indirect effect of responsible leadership on deceptive knowledge hiding through moral reflectiveness.
Originality/value
First, this study extends field research by introducing positive leadership factors to reduce deceptive knowledge hiding, whereas prior studies focused mainly on negative leadership antecedents. Second, this study sheds light on the underlying moral cognitive mechanisms and explains how responsible leadership can prevent implicit unethical behavior. Third, it reveals how leader–follower value congruence can enhance the impact of responsible leadership on moral reflectiveness, offering novel insights into the role of value-based fit in reducing deceptive knowledge hiding.
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Moazzam Ali, Muhammad Usman, Imran Shafique, Thomas Garavan and Muhammad Muavia
This study aims to investigate direct and indirect (via perceived caring climate) links between spiritual leadership and hazing at work in the hospitality context. The authors…
Abstract
Purpose
This study aims to investigate direct and indirect (via perceived caring climate) links between spiritual leadership and hazing at work in the hospitality context. The authors also test the role of employee interpersonal justice values as a boundary condition.
Design/methodology/approach
The authors collected time-lagged data from 441 newcomers and their 441 peers (existing hotel employees) and analyzed the data using structural modeling equation in Mplus (8.6).
Findings
The authors found a negative relationship between spiritual leadership and hazing behaviors. Further, perceived caring climate mediated the relationship between spiritual leadership and hazing behaviors. The results also provided support for employee interpersonal justice values as the boundary condition on both the direct relationship between spiritual leadership and perceived caring climate and the indirect relationship between spiritual leadership and workplace hazing.
Practical implications
The authors suggest that there is a value in having organizational leaders who demonstrate spiritual leadership behaviors. This will enhance hospitality employees’ perceptions of a caring climate and undermine their engagement in hazing behaviors.
Originality/value
This study makes an important contribution to the nascent literature on workplace hazing behaviors and spiritual leadership in the hospitality context. The study is also noteworthy because it provides important insights into the antecedents and outcomes of perceived caring climate, an important contextual resource that has imperative implications for hospitality employees’ hazing behaviors.
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Moazzam Ali, Yuanmei (Elly) Qu, Shoaib Shafique, Nhat Tan Pham and Muhammad Usman
The present study aimed to test the hypothesis that ethical leadership positively contributes to exploitative learning and explorative learning simultaneously and then examine the…
Abstract
Purpose
The present study aimed to test the hypothesis that ethical leadership positively contributes to exploitative learning and explorative learning simultaneously and then examine the moderating role of work centrality in the relationships of ethical leadership with exploitative learning and explorative learning.
Design/methodology/approach
Time-lagged survey data were collected from 257 middle managers and their 257 immediate supervisors in 76 firms in China. Data were analyzed using structural equation modeling and Hayes' PROCESS macro for SPSS.
Findings
The results revealed that ethical leadership positively contributed to exploitative learning and explorative learning simultaneously. Importantly, the authors found that work centrality strengthened the positive relationships of ethical leadership with both exploitative learning and explorative learning.
Practical implications
The findings can help organizations enhance exploitative learning and explorative learning simultaneously and enable them to gain a sustainable competitive advantage.
Originality/value
Although explorative learning and exploitative learning together constitute fundamental resources for organizations' long-term success, prior research has not looked into whether and when leader behaviors facilitate explorative learning and exploitative learning simultaneously. The study contributed to fill this gap by introducing ethical leadership, signifying its positive role in enhancing both explorative learning and exploitative learning, and establishing work centrality as a moderator to reinforce these two positive relationships.
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Moazzam Ali, Muhammad Usman, Shahzad Aziz and Yasin Rofcanin
The purpose of the present study is to examine the relationship between spiritual leadership and employees' alienative commitment to the organization, both directly and…
Abstract
Purpose
The purpose of the present study is to examine the relationship between spiritual leadership and employees' alienative commitment to the organization, both directly and indirectly, via employee social capital. We also test the role of employee political skill as a boundary condition of the indirect spiritual leadership–alienative commitment link.
Design/methodology/approach
Time-lagged data were collected from 491 employees in various manufacturing and service organizations. Data were analyzed using structural modeling equation in Mplus (8.6).
Findings
Spiritual leadership was negatively associated with alienative commitment, both directly and indirectly, via social capital. Employee political skill moderated the indirect relationship between spiritual leadership and alienative commitment, such that the relationship was stronger when employee political skill was high (vs low).
Practical implications
The demonstration of spiritual leadership's behaviors by both managers and employees can develop employees' social capital at work, which in turn can reduce employees' negative commitment to the organization. Likewise, improving employees' political skills can help leadership diminish alienative commitment.
Originality/value
The present work contributes to the literature on spiritual leadership by foregrounding how and why spiritual leadership undermines employee alienative commitment to the organization. By doing so, the study also enhances the nomological networks of the antecedents and outcomes of social capital and contributes to the scant literature on negative alienative commitment. Given the prevalence and negative repercussions of alienative commitment for employees' and organizations' productivity and performance, our findings are timely and relevant.
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Md. Zahidul Islam, M. Muzamil Naqshbandi, Makhmoor Bashir and Nurul Amirah Ishak
This study aims to develop a framework that demonstrates the role of social capital in alleviating knowledge hiding behaviour in organisations while also considering the…
Abstract
Purpose
This study aims to develop a framework that demonstrates the role of social capital in alleviating knowledge hiding behaviour in organisations while also considering the moderating roles of perceived organisational politics and the perceived value of knowledge in this process.
Design/methodology/approach
The authors conducted a systematic literature review of research papers on the topic of knowledge hiding to develop a framework for mitigating knowledge hiding.
Findings
This paper conceptualises social capital into three interrelated dimensions (e.g. structural, cognitive and relational). Based on the findings of the review, all the three social capital dimensions can potentially mitigate an individual’s propensity towards knowledge hiding. Additionally, the paper integrates two potential moderators: perceived organisational politics and perceived value of knowledge, which could undermine the outcomes of social capital in mitigating knowledge hiding.
Research limitations/implications
Although the proposed framework may provide preliminary insights to practitioners and scholars, one of its key limitations is that it is conceptual. Future empirical research is needed to validate the proposed framework.
Originality/value
Existing research has focused on studying the antecedents and consequences of knowledge hiding. However, scant scholarly work explores how such behaviour can be mitigated. This paper addresses this gap and contributes to understanding how organisations can alleviate the prevalence of knowledge hiding by developing their social capital and by focusing on contextual factors.