Authentic leadership and motivation as moderators of the organizational politics–knowledge sharing relationship: A test amidst crisis

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MetadadosDescriçãoIdioma
Autor(es): dc.contributorUniversidade Estadual Paulista (UNESP)-
Autor(es): dc.contributorThe University of Tennessee-
Autor(es): dc.creatorArias Rodriguez, Indira-
Autor(es): dc.creatorMuniz, Jorge-
Autor(es): dc.creatorMunyon, Timothy P-
Data de aceite: dc.date.accessioned2025-08-21T17:56:10Z-
Data de disponibilização: dc.date.available2025-08-21T17:56:10Z-
Data de envio: dc.date.issued2025-04-29-
Data de envio: dc.date.issued2023-12-31-
Fonte completa do material: dc.identifierhttp://dx.doi.org/10.1177/23409444231222504-
Fonte completa do material: dc.identifierhttps://hdl.handle.net/11449/306059-
Fonte: dc.identifier.urihttp://educapes.capes.gov.br/handle/11449/306059-
Descrição: dc.descriptionOrganizational politics are recognized as a ubiquitous and negative threat to knowledge sharing in organizations, yet less research has examined the boundary conditions that affect this relationship, particularly in interdependent manufacturing contexts. This article aims to explore how authentic leadership, intrinsic motivation, and prosocial motivation bound the effects of organizational politics on the knowledge sharing activities of individuals and workgroups in the shop floor of the Brazilian automotive consortium during a political and economic crisis context (2015–2017). This crisis context was marked by presidential impeachment, high inflation, economic instability, and massive plant layoffs. We sampled 144 shop floor workers using a questionnaire-based survey and established scales, and employed multivariate regression analyses to test our hypotheses. Contrary to expectations, we found that organizational politics increase, rather than decrease, knowledge sharing of individuals and groups. Moderation analyses suggest that worker intrinsic motivation and prosocial motivation significantly moderate the positive relationships between organizational politics and knowledge sharing of individuals and groups, while authentic leadership had no significant effect on this relationship. JEL CLASSIFICATION: D2: Production and Organizations.-
Descrição: dc.descriptionFundação de Amparo à Pesquisa do Estado de São Paulo (FAPESP)-
Descrição: dc.descriptionConselho Nacional de Desenvolvimento Científico e Tecnológico (CNPq)-
Descrição: dc.descriptionCoordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)-
Descrição: dc.descriptionDepartment of Production São Paulo State University (UNESP)-
Descrição: dc.descriptionDepartment of Management The University of Tennessee-
Descrição: dc.descriptionDepartment of Production São Paulo State University (UNESP)-
Descrição: dc.descriptionFAPESP: 2016/00132-2-
Descrição: dc.descriptionCNPq: 309028/2015-9-
Descrição: dc.descriptionCAPES: Finance Code 001-
Formato: dc.format91-102-
Idioma: dc.languageen-
Relação: dc.relationBRQ Business Research Quarterly-
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Palavras-chave: dc.subjectauthentic leadership-
Palavras-chave: dc.subjectintrinsic motivation-
Palavras-chave: dc.subjectknowledge sharing-
Palavras-chave: dc.subjectOrganizational politics-
Palavras-chave: dc.subjectprosocial motivation-
Título: dc.titleAuthentic leadership and motivation as moderators of the organizational politics–knowledge sharing relationship: A test amidst crisis-
Tipo de arquivo: dc.typelivro digital-
Aparece nas coleções:Repositório Institucional - Unesp

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