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Article
Publication date: 2 October 2017

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…

114

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.

Details

Engineering Computations, vol. 34 no. 7
Type: Research Article
ISSN: 0264-4401

Keywords

Available. Open Access. Open Access
Article
Publication date: 8 August 2024

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…

223

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.”

Details

Journal of Internet and Digital Economics, vol. 4 no. 3
Type: Research Article
ISSN: 2752-6356

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Article
Publication date: 16 June 2021

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…

1477

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.

Details

International Journal of Innovation Science, vol. 13 no. 5
Type: Research Article
ISSN: 1757-2223

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Article
Publication date: 24 October 2022

Nayel Al Hawamdeh

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…

1840

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.

Details

Journal of Knowledge Management, vol. 27 no. 6
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 28 March 2023

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…

281

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.

Details

Global Knowledge, Memory and Communication, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9342

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Article
Publication date: 20 September 2024

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…

240

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.

Details

Journal of Knowledge Management, vol. 29 no. 1
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 26 May 2022

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…

745

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.

Details

International Journal of Contemporary Hospitality Management, vol. 34 no. 10
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 16 February 2021

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…

1180

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.

Details

Personnel Review, vol. 51 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Available. Open Access. Open Access
Article
Publication date: 2 November 2021

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…

2769

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.

Details

Journal of Asian Business and Economic Studies, vol. 29 no. 4
Type: Research Article
ISSN: 2515-964X

Keywords

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Article
Publication date: 12 October 2022

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…

663

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.

Details

VINE Journal of Information and Knowledge Management Systems, vol. 54 no. 6
Type: Research Article
ISSN: 2059-5891

Keywords

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