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Previous research suggests that abusive supervision has a positive effect on subordinates’ behaviors of knowledge hiding. However, the authors argue that this effect depends on the level of team abusive supervision differentiation. Drawing on the conservation of resources (COR) theory and social comparison theory, this study tries to explain how the level of team abusive supervision differentiation, in conjunction with individuals' own experiences of abusive supervision, influences the focal subordinate's knowledge hiding from their colleagues.

The paper addresses a sample of 412 employees nested in 73 groups and tests an original model using structural equation modeling.

Results show that abusive supervision would indirectly promote subordinates' knowledge hiding toward coworkers via emotional exhaustion, and team abusive supervision differentiation has a positive moderating effect on the above indirect relationship.

Human resource management (HRM) practices should be used to reduce abusive supervision both at individual and team level and minimize employees' emotional exhaustion, thereby affecting knowledge hiding from coworkers.

Results show that whether a subordinate's experience of abusive supervision leads to knowledge hiding via emotional exhaustion depends on the level of team abusive supervision differentiation. This finding adds to the literature about abusive supervision and knowledge hiding.

This study aims to investigate whether and how a high turnover rate stimulates employees to engage more in learning behavior.

Drawing on self-regulation theory, the authors suggest that the motive for employees to engage in learning behavior is to improve themselves. Such a need can be activated when they reflect on themselves and realize the discrepancy between their current selves and desired future selves. The authors argue that the employees’ perceived poor performance at daily work may induce their desire for self-improvement via making the future work selves salient, and in turn engage more in learning behavior. This is particularly so when turnover rate is high because employees may be alert of and concerned more about their own poor performance. In an experience sampling study, the authors obtained evidence for these hypotheses.

When turnover rate was high, employees’ poor performance increased salience of future work selves, which in turn facilitated their learning behavior. This relationship was not significant when turnover rate was low.

Contrary to the typical view that high turnover rate leads to knowledge loss for the companies, the present study findings suggest that it could also serve as a motivational factor facilitating employees’ learning behavior, which is an important way to increase knowledge pool of the companies.

The purpose of this study is to answer whether and how supervisor–subordinate instrumental or expressive ties based on enterprise social media (ESM) might enhance employee performance.

Drawing on social exchange theory, this study developed a theoretical model to explore the influencing mechanism of different supervisor–subordinate ties based on ESM on employee job performance. The model was empirically tested through 219 ESM users.

The results revealed that supervisor–subordinate instrumental ties based on ESM play a positive role in employee job performance, while supervisor–subordinate expressive ties based on ESM are not significantly related to employee job performance. Supervisor–subordinate instrumental ties and expressive ties based on ESM can positively influence employee job performance through the mediating effect of organizational trust. Besides, perceived performance climate can weaken the relation of organizational trust to job performance, and then weaken the indirect relations via the mediating of organizational trust.

Our findings advance the understanding of ESM use through various underlying mechanisms and have the potential of guiding organizations to fine-tune their social media usage strategies.

In the digital workplace, enterprise social media (ESM) are widely used for work and social purposes, which may afford employees resources to build their career adaptability. However, limited theoretical evidence is about how to build career adaptability through different ESM uses (work-oriented ESM use and socialization-oriented ESM use). This study thus aims to enrich the theoretical understanding of the relationship between different ESM uses and career adaptability by examining the different mediating mechanisms of role clarity and psychological closeness and the moderating effect of mindfulness based on affordance theory.

SPSS PROCESS and AMOS were used to analyze the data collected from 209 full-time employees at three-time points.

Our results showed that work-oriented ESM use exerts a positive effect on employees’ career adaptability via role clarity, while socialization-oriented ESM use has a positive effect on employees’ career adaptability via psychological closeness. Mindfulness strengthens the positive effect of work-oriented ESM use on career adaptability via role clarity.

Managers need to notice that both work-oriented and socialization-oriented ESM use can benefit employees, but there are different effecting mechanisms of ESM use for work and social purposes, and organizations should keep cultivating the mindfulness of employees.

This study contributes to the ESM literature by investigating two different influencing mechanisms of ESM uses on employees’ career adaptability and the moderating effects of mindfulness.

Whether employees always disengage from knowledge hiding in a mastery climate is not answered well. This study aims to examine the paradoxical effects of perceived mastery climate (PMC) on evasive knowledge hiding (EKH).

Partial least squares structural equation modeling was used to analyze data collected from 148 full-time employees at two-time points.

PMC exerts a positive effect on EKH via perceived status (PS) in organization but also has a negative effect on it via perceived social support. Perceived procedural justice attenuates the positive effect of PS on EKH.

Managers need to notice the paradoxical effects of PMC and keep procedural justice to reduce the positive effect of mastery climate on knowledge hiding.

This study contributes to knowledge hiding literature by investigating two opposite influencing mechanisms of mastery climate, and the moderating effects of perceived procedural justice.

In the digital age, enterprise social media (ESM) has been broadly used to break the barrier of space and time for knowledge sharing involving two activities—knowledge donating and knowledge collecting. Yet, hardly any study has thus far explored how and when knowledge donating and knowledge collecting through ESM impact employees’ innovative work behavior (IWB). Therefore, drawing on the social exchange theory, this study aims to introduce relational social capital as a mediator and performance climate as a moderator to examine differential impact mechanisms of knowledge donating and knowledge collecting through ESM on employee IWB.

First, we collected 225 survey data from employees who used ESM at work. Then, according to the two-stage procedure of the partial least square structural equation modeling method, we established and analyzed a moderated mediation model based on the context of ESM.

Results demonstrate that knowledge donating through ESM has a positive relationship with IWB, but knowledge collecting through ESM has no such relationship. Through the mediation of relational social capital, both knowledge donating and knowledge collecting through ESM have indirect positive relationships with IWB, but knowledge collecting through ESM has a greater one. Moreover, when employees perceived a relatively high-performance climate, the positive relationships of knowledge donating and knowledge collecting through ESM with IWB via relational social capital would be stronger.

On the one hand, organizational managers should not only focus on different innovation benefits caused by knowledge donating and knowledge collecting through ESM but also should realize differences in the direct/indirect effect of knowledge donating and knowledge collecting through ESM on IWB. On the other hand, employees need to proactively enhance their innovative ability by considering knowledge donating/collecting channels (e.g. ESM), gaining successful competitiveness. Moreover, both managers and employees should realize that different innovation benefits of knowledge sharing activities through ESM can be further strengthened when establishing a high-performance climate.

Different from prior literature on knowledge sharing or ESM, this study contributes to analyzing the differential effects of two dimensions (i.e. knowledge donating and knowledge collecting) of knowledge sharing on employees' IWB in the context of ESM.

Knowledge hiding as an important topic in knowledge management field might be triggered by abusive supervision, but few studies discussed how to alleviate the effect of abusive supervision on knowledge hiding. Drawing on both reactance theory and conservation of resources (COR) theory, this study aims to build a moderated mediation framework to examine effects of abusive supervision on knowledge hiding via job insecurity and under moderation of motivational climate (including mastery climate and performance climate).

The paper uses a two-wave survey study among 155 knowledge workers from educational and manufacturing industries.

Results show that abusive supervision is not significantly related to knowledge hiding directly but indirectly via job insecurity. Abusive supervision’s interaction with mastery climate is negatively related to knowledge hiding, but its interaction with performance climate is positively related to knowledge hiding. The indirect relation of abusive supervision to knowledge hiding via job insecurity is significantly moderated by mastery climate but not by performance climate.

Despite contributions, this study also has some limitations. Variables rated from the same source (i.e. employees) may have common method bias although the two-wave design does help alleviate this concern.

The paper highlights important reasons why people hide knowledge at work (because of abusive supervision and job insecurity) and identifies a boundary condition (mastery climate) which will reduce abusive supervision’s influence on knowledge hiding.

This paper contributes to knowledge hiding literature which is an important part of knowledge management from the perspective of abusive supervision based on both reactance theory and COR theory.

Little is known about when younger employees’ intergenerational knowledge transfer (IGKT) – behaviors of acquiring knowledge from older employees – improves their innovative work behaviors (IWB), especially in hospitals. Taking into consideration the moderating roles of individual absorptive capacity (AC) and organization size, this study aims to develop a theoretical model to account for the associations of both online and offline IGKT with younger employees’ IWB.

The model was tested with a survey of 202 Chinese younger doctors (40 years old and below). Partial least squares structural equation modeling (PLS-SEM) was used to analyze the data.

The results showed that both online IGKT and offline IGKT have significant positive relationships with younger doctors’ IWB. Individual AC can strengthen the relationship between offline IGKT and IWB, and organization size can weaken the relationship. However, both individual AC and organization size do not significantly moderate the relationship between online IGKT and IWB.

The findings extend the understanding and application of individual-level knowledge-based view and media synchronicity theory by exploring the relationship of knowledge acquisition from older doctors through both online and offline communication channels with younger doctors’ IWB.

Online-to-offline (O2O) knowledge-sharing economy platforms have emerged as a new public channel for matching up knowledge providers with knowledge seekers. It can facilitate offline provision and consumption of high-quality tacit knowledge around a topic upon online search and payment (called offline knowledge service transaction). However, limited research investigated this new knowledge-sharing phenomenon in the field of knowledge management (KM). The purpose of this paper is to enrich KM literature by developing a theoretical model to explore determinants of offline knowledge service transactions via O2O knowledge-sharing economy platforms from both quality and price perspectives.

The model was tested with objective data crawled from Zaihang – a leading O2O knowledge-sharing economy platform in China.

The results show that, in the context of O2O knowledge-sharing economy, transactions of an offline knowledge service are positively related to its provider’s popularity, but negatively related to the price. Moreover, knowledge seekers are more likely to accept and purchase a high-priced service of a knowledge topic with a higher overall review score and supplied by a provider with lower popularity and shorter response time. However, the length of offline knowledge service has no significant association with its transactions.

This study contributes to KM literature through investigating a new phenomenon of tacit knowledge sharing (including provision and consumption) in the context of O2O service and the sharing economy. The results give implications for knowledge providers and platform managers to facilitate online transactions of offline knowledge services.

The purpose of this study is to explore the relationship between information overload and employees' workplace anxiety in the context of enterprise social media (ESM).

This study built a theoretical model to analyze the relationships among employees' perceptions of information overload on ESM, supervisor-subordinate instrumental and expressive ties on ESM and workplace anxiety. PLS-SEM was used to test the model through 219 questionnaires collected online.

The results revealed that information overload on ESM plays a positive role in employees' workplace anxiety. Supervisor-subordinate instrumental ties based on ESM can weaken the relationship between information overload and employees' workplace anxiety, but expressive ties can strengthen the positive relationship between information overload and workplace anxiety.

Little is known about whether information overload on ESM will affect employees' workplace anxiety and how leaders can mitigate this effect through ESM. Hence, this study developed a theoretical model and conducted an empirical study to open up a research opportunity to examine the relationships among information overload on ESM, supervisor-subordinate instrumental and expressive ties on ESM and employees' workplace anxiety. The study also has the potential to guide organizations in fine-tuning their social media usage strategies.