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Article
Publication date: 9 June 2020

Keith Yong Ngee Ng

This paper aims to examine the role of trust in colleagues and its relationships with the factors of the theory of reasoned action (TRA). Specifically, this study examines the…

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Abstract

Purpose

This paper aims to examine the role of trust in colleagues and its relationships with the factors of the theory of reasoned action (TRA). Specifically, this study examines the relationships among perceived social pressure about knowledge sharing, attitude toward knowledge sharing, behavioural intent to share knowledge, trust in colleagues and knowledge-sharing behaviour.

Design/methodology/approach

The methodology adopted was a questionnaire survey of employees working in 34 member institutions of the Singapore Association for Private Education (SAPE). These institutions form the entire member list of the SAPE as of 2020. A total of 297 employees completed a self-administered and anonymous survey using a cross-sectional design. Multiple linear regression was used to test the conceptual framework.

Findings

On the mediation effects, full mediation was found to affect attitude toward knowledge sharing on knowledge-sharing behaviour, and partial mediation was found to affect perceived social pressure on knowledge-sharing behaviour. On the moderation effects, trust in colleagues moderates both perceived social pressure and knowledge-sharing behaviour and attitude toward knowledge sharing and knowledge-sharing behaviour positively. Specifically, as the level of trust in colleagues increases, the impact of direct relationships also increases.

Research limitations/implications

Data for the current study were obtained at a single point in time and self-reported. The findings may be biased because of common method variance. Furthermore, this study was conducted in a specific industry in Singapore, i.e. the private education institutions, which limits the generalisability of the research.

Practical implications

The results of this study indicate that managers need to encourage a higher level of trust between employees. Policies and processes could be enacted to promote building quality and trusting relationships between employees.

Originality/value

This study contributes to knowledge-sharing behaviour by integrating the role of trust with the TRA. This study extends the conceptual model of the TRA by providing a new theoretical perspective that takes into account the position of trust in knowledge sharing.

Details

Journal of Knowledge Management, vol. 24 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

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Article
Publication date: 28 June 2022

Keith Yong Ngee Ng

Prevailing corporate culture coupled with affective trust in co-workers and affective organizational commitment may promote or hinder the tendency for people to share knowledge…

1933

Abstract

Purpose

Prevailing corporate culture coupled with affective trust in co-workers and affective organizational commitment may promote or hinder the tendency for people to share knowledge. This study aims to determine whether knowledge-sharing tendency varies from one form of organizational culture to another by examining the concurrent mediation of affective trust in co-workers and affective organizational commitment and provide insights for appropriate knowledge-sharing initiatives.

Design/methodology/approach

Adult learners (N = 408) enrolled in the MBA and MSc postgraduate programs at five private universities in Singapore participated in a two-part self-administered anonymous survey. Data were analyzed with SmartPLS partial-least squares structural equation modeling using a two-stage analytical technique that examined the measurement and structural models.

Findings

The concurrent effects of affective trust in co-workers and affective organizational commitment complementarily mediated the relationship of organizational culture on the knowledge-sharing tendency for adhocracy, clan and market cultures but fully mediated for hierarchy culture.

Practical implications

This study provides insights for managers to understand the characteristics of their organizational culture and choose appropriate practices for improving knowledge-sharing tendency among its employees.

Originality/value

A model is established to determine the type of organizational culture that facilitates knowledge-sharing tendency. It offers new theoretical insights into how and why affective trust in co-workers and affective organizational commitment impact the relationship of organizational culture on knowledge-sharing tendency. Understanding these relationships can provide valuable insights into various strategies for different organizational cultures to increase employees’ knowledge-sharing tendency.

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Article
Publication date: 16 November 2010

Thomas Chi Keung Chan, Keith Yong Ngee Ng and Gian Casimir

The purpose of this paper is to examine whether the relationship between psychological empowerment and performance on service quality is moderated by the need for achievement.

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Abstract

Purpose

The purpose of this paper is to examine whether the relationship between psychological empowerment and performance on service quality is moderated by the need for achievement.

Design/methodology/approach

Data were collected from 94 full‐time property managers in Hong Kong using a self‐administered survey.

Findings

The findings indicate that both empowerment and need for achievement are correlated positively to service quality and that the relationship between empowerment and service quality is moderated by need for achievement such that the strength of the positive relationship between empowerment and service quality decreases as need for achievement increases.

Research limitations/implications

All of the data are self‐reported, from a single source, and obtained from the same method (i.e. a five‐point Likert scale), thereby bringing into question the effect of common method bias. However, a single‐component test shows that the majority of the covariance between the constructs is not due to common method variance.

Practical implications

Organizations engaged in the provision of services need to emphasize not only empowering employees but also need to recruit employees who are high in need for achievement. The findings indicate that property managers with higher levels of need for achievement require less empowerment from management to provide quality service possibly because they are self‐empowered to strive for excellence when performing their duties.

Originality/value

This paper contributes to the literature by being the first not only to examine whether the need for achievement moderates the relationship between empowerment and service quality but also the first to examine service quality in the context of the property management industry in Hong Kong.

Details

Managing Service Quality: An International Journal, vol. 20 no. 6
Type: Research Article
ISSN: 0960-4529

Keywords

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Article
Publication date: 25 May 2012

Gian Casimir, Yong Ngee Keith Ng and Chai Liou Paul Cheng

The major objective of this paper is to examine whether or not information technology (IT) usage to share knowledge is a mediator or moderator of the intention behaviour

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Abstract

Purpose

The major objective of this paper is to examine whether or not information technology (IT) usage to share knowledge is a mediator or moderator of the intention behaviour relationship proposed in the theory of reasoned action (TRA).

Design/methodology/approach

A letter of invitation to participate in the study was sent to all of the public‐listed companies in Malaysia. A total of 483 full‐time employees from 23 organizations completed an anonymous, self‐administered survey in a cross‐sectional design. Partial least squares analysis was used to test the conceptual model.

Findings

The major finding is that the relationship between the intention to share knowledge and knowledge sharing is partly mediated and not moderated by IT usage to share knowledge.

Research limitations/implications

Knowledge sharing was considered only at the individual level. The data are self‐reported, cross‐sectional, from a single source and a single method. The relational and capability‐membership perspective leads to a positive attitude towards knowledge sharing whereas the instrumental perspective leads to a negative attitude. The findings augment the TRA by showing there is a mediator of the intention‐behaviour relationship in the context of knowledge sharing.

Practical implications

The findings indicate that organizations need to ascertain employees' preferred methods for sharing knowledge, provide appropriate IT for knowledge sharing, establish online communities for knowledge sharing, publicly acknowledge members for sharing knowledge, and avoid relying on extrinsic tangible rewards to foster knowledge sharing.

Originality/value

Previous research has shown that using IT to share knowledge does not moderate the intention‐behaviour relationship in the TRA. An alternative conceptualisation of the role of using IT to share knowledge in the intention‐behaviour relationship is provided.

Details

Journal of Knowledge Management, vol. 16 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

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Article
Publication date: 1 July 2014

Gian Casimir, Yong Ngee Keith Ng, Karen Yuan Wang and Gavin Ooi

The purpose of this paper is to examine whether leader-member exchange (LMX) and perceived organizational support (POS) have interactive effects on affective commitment to the…

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Abstract

Purpose

The purpose of this paper is to examine whether leader-member exchange (LMX) and perceived organizational support (POS) have interactive effects on affective commitment to the organization. The utility of Social Exchange Theory for explaining workplace attitudes and behaviors in non-Western settings has been questioned. Another objective is to test the hypotheses, which are based on Social Exchange Theory, within a Chinese context.

Design/methodology/approach

Cross-sectional, self-report data on LMX, POS and affective commitment were obtained from 428 full-time employees in China. In-role performance ratings were provided by immediate supervisors.

Findings

LMX and POS have synergistic effects on affective commitment. Affective commitment mediates both the relationship between LMX and in-role performance and the relationship between POS and in-role performance.

Research limitations/implications

The limitations include using a cross-sectional, self-report design for LMX, POS and affective commitment, and only sampling employees in organizations in China. The findings support an explanation of workplace attitudes and behaviors in a non-Western setting based on social exchange. The effects of a proximate source of social exchange (i.e. LMX) on affective commitment depend on the level of a remote source of social exchange (i.e. POS), and vice versa.

Practical implications

Organizations need to improve the quality of their leader-follower relationships and support their members. Organizations need to increase affective commitment because it appears to drive in-role performance.

Originality/value

The authors show that LMX and POS from the same source (i.e. followers) may have interactive effects on affective organizational commitment as well as that social exchange may explain workplace attitudes and behaviors in China.

Details

Leadership & Organization Development Journal, vol. 35 no. 5
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 31 August 2010

Gian Casimir and Yong Ngee Keith Ng

Interactive or moderation effects are normally examined using hierarchical regression analysis and the product‐term. The purpose of this paper is to test an alternative…

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Abstract

Purpose

Interactive or moderation effects are normally examined using hierarchical regression analysis and the product‐term. The purpose of this paper is to test an alternative perspective of interaction, which is based on how leaders combine different leadership behaviors (i.e. task‐oriented and socio‐emotional leadership).

Design/methodology/approach

Data from 191 full‐time, white‐collar employees were obtained using a cross‐sectional design and a self‐administered questionnaire. Task‐oriented leadership (i.e. pressure) and socio‐emotional leadership (i.e. support) were measured using items from Misumi. Two measures were used for follower satisfaction with the leader: the satisfaction component of the job descriptive index and a single‐item measure. Satisfaction with how the leader combines leadership behaviors was measured using a single‐item measure.

Findings

The findings show that follower satisfaction with the way the leader combines task‐oriented and socio‐emotional leadership augments the effects of these two types of leadership on follower satisfaction with the leader. Non‐significant interactions were found between pressure and support using the product‐term method for examining interactions.

Research limitations/implications

The paper examined only satisfaction with the leader. The sample is relatively small, consisted entirely of white‐collar employees, and the response rate is unknown. All the data were obtained from participants and hence mono‐source effects are possible.

Practical implications

The findings draw attention to the need to approach interactive effects more carefully and demonstrate the importance of combinative aspects of leadership style.

Originality/value

The paper provides an alternative view of interaction effects.

Details

Leadership & Organization Development Journal, vol. 31 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

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