Team reflexivity and employee innovative behavior: the mediating role of knowledge sharing and moderating role of leadership

Wang, Zhining, Ren, Shuang, Chadee, Doren, Liu, Mengli and Cai, Shaohan 2021, Team reflexivity and employee innovative behavior: the mediating role of knowledge sharing and moderating role of leadership, Journal of knowledge management, pp. 1-21, doi: 10.1108/JKM-09-2020-0683.

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Title Team reflexivity and employee innovative behavior: the mediating role of knowledge sharing and moderating role of leadership
Author(s) Wang, Zhining
Ren, ShuangORCID iD for Ren, Shuang orcid.org/0000-0002-8768-8447
Chadee, DorenORCID iD for Chadee, Doren orcid.org/0000-0001-6745-1891
Liu, Mengli
Cai, Shaohan
Journal name Journal of knowledge management
Start page 1
End page 21
Total pages 21
Publisher Emerald Publishing Limited
Place of publication Bingley, Eng.
Publication date 2021-01-04
ISSN 1367-3270
1758-7484
Keyword(s) Business & Economics
Employee innovative behavior
Information Science & Library Science
Knowledge sharing
Leadership
Management
Science & Technology
Social Sciences
Team reflexivity
Technology
Summary Purpose Although team reflexivity has been identified as a potent tool for improving organizational performance, how and when it influences individual employee innovative behavior remains theoretically and conceptually underspecified. Taking a knowledge management perspective, this study aims to investigate the role of team-level knowledge sharing and leadership in transforming team reflexivity into innovative behavior at the individual level. Design/methodology/approach The paper follows a multilevel study design to collect data (n = 441) from 91 teams in 48 knowledge-based organizations. The paper tests our multilevel model using multinomial logistic techniques. Findings The overall results confirm that knowledge sharing in teams mediates the influence of team reflexivity on individual employee innovative behavior, and that leadership plays an important role in moderating these influences. Specifically, authoritarian leadership is found to attenuate the team reflexivity and knowledge sharing effect, whereas benevolent leadership is found to amplify this indirect effect. Originality/value The multilevel study design that explains how team-level processes translate into innovative behavior at the individual employee level is novel. Relatedly, our use of a multilevel analytical framework is also original.
Notes In Press article
Language eng
DOI 10.1108/JKM-09-2020-0683
Indigenous content off
Field of Research 08 Information and Computing Sciences
15 Commerce, Management, Tourism and Services
HERDC Research category C1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Persistent URL http://hdl.handle.net/10536/DRO/DU:30148152

Document type: Journal Article
Collections: Faculty of Business and Law
Department of Management
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