Managerial coaching and employee knowledge sharing: A daily diary study
Managerial coaching and employee knowledge sharing: A daily diary study
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DOI：
10.1111/joop.12402
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发表时间：
2022-09
影响因子：
6.2
通讯作者：
Quan Li;Zhuolin She;Jun Gu
中科院分区：
文献类型：
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作者：
Quan Li;Zhuolin She;Jun Gu
大多数关于知识共享的研究都将这一结构作为个体差异变量进行了检验，而忽略了它可能在短时间内在个体内部发生变化。此外，尽管研究人员已经认识到领导者在知识管理实践中的关键作用，但很少关注领导者行为与员工知识共享之间关系的日常动态。从知识共享的动态视角出发，基于情感事件理论，我们认为日常管理辅导通过日常感恩的中介作用对员工的日常知识共享产生正向影响。此外，员工感知的资历过高会调节日常管理辅导和日常感恩之间的关系，使得日常管理辅导会引发对资历过高感知较低的员工更强烈的日常感激之情。对某大型国企122名研发人员进行的为期10个工作日的定量日记调查支持了我们的整个理论模型。讨论了我们的研究结果对理论和实践的影响。
Most research on knowledge sharing has examined the construct as an individual difference variable and neglected that it may vary within an individual over a short period of time. Moreover, although researchers have recognized the critical role of leaders in knowledge management practice, scant attention is given to the day‐to‐day dynamics of the relationship between leader behaviours and employee knowledge sharing. Taking a dynamic perspective on knowledge sharing and based on affective events theory, we argue that daily managerial coaching positively affects employees' daily knowledge sharing via the mediating role of daily gratitude. In addition, employees' perceived overqualification would moderate the relation between daily managerial coaching and daily gratitude such that daily managerial coaching would elicit a stronger daily gratitude for employees with lower perceived overqualification. A 10‐working day quantitative diary survey of 122 R&D employees from a large state‐owned enterprise supported our whole theoretical model. The implications of our findings for both theory and practice were discussed.