Knowledge Sharing and Creative Behavior: The Interaction Effects of Knowledge Sharing and Regulatory Focus on Creative Behavior

IF 2.9 4区心理学 Q2 PSYCHOLOGY, APPLIED

Human Performance Pub Date : 2020-12-15 DOI:10.1080/08959285.2020.1852240

Seckyoung Loretta Kim, Minyoung Cheong, A. Srivastava, Yongsu Yoo, Seokhwa Yun

引用次数: 16

Abstract

ABSTRACT Applying on a componential model of creativity, this study intends to integrate creativity and knowledge sharing literatures by empirically examining the relationship between knowledge sharing from different sources (i.e., supervisor and coworkers) and the focal employees’ creative behavior. Taking an interactionist perspective, the study aims to investigate the interaction effects of knowledge sharing from supervisor and coworkers on the employees’ creative behavior. Furthermore, this study investigates how employees’ regulatory focus alters the aforementioned relationship. Our results show the positive influence of knowledge sharing from supervisor and coworker on employees’ creative behavior. Also, our results support that the positive relationship between coworker knowledge sharing and employees’ creative behavior could vary depending on the degree of supervisor knowledge sharing and the regulatory focus of the employees.

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知识共享与创新行为:知识共享与监管焦点对创新行为的交互作用

摘要本研究运用创造力的组成模型，通过实证检验不同来源（即主管和同事）的知识共享与焦点员工的创造性行为之间的关系，将创造力和知识共享文献整合在一起。从互动主义的角度，本研究旨在探讨主管和同事的知识共享对员工创造性行为的互动效应。此外，本研究还调查了员工的监管重点如何改变上述关系。我们的研究结果表明，主管和同事的知识共享对员工的创造性行为有积极影响。此外，我们的研究结果支持，同事知识共享与员工创造性行为之间的正相关关系可能因主管知识共享的程度和员工的监管重点而异。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Performance PSYCHOLOGY, APPLIED-

CiteScore

4.30

自引率

0.00%

发文量

期刊介绍： Human Performance publishes research investigating the nature and role of performance in the workplace and in organizational settings and offers a rich variety of information going beyond the study of traditional job behavior. Dedicated to presenting original research, theory, and measurement methods, the journal investigates individual, team, and firm level performance factors that influence work and organizational effectiveness. Human Performance is a respected forum for behavioral scientists interested in variables that motivate and promote high-level human performance, particularly in organizational and occupational settings. The journal seeks to identify and stimulate relevant research, communication, and theory concerning human capabilities and effectiveness. It serves as a valuable intellectual link between such disciplines as industrial-organizational psychology, individual differences, work physiology, organizational behavior, human resource management, and human factors.