Jinlian Luo

Although unethical behaviors are prevalent in the workplace, little is known about the unethical behavior aiming at benefiting one’s family (unethical pro-family behavior, UPFB). In this paper, we leverage self-determination theory to explore the association between work-to-family conflict and UPFB. Specifically, we hypothesize and corroborate a positive relationship between work-to-family conflict and UPFB, and such relationship is mediated by family motivation. Moreover, we identify two conditional factors, guilt proneness (at first stage) and ethical leadership (at second stage), in moderating the proposed relationship. In study 1 (scenario-based experiment, N = 118), we tested the causality of work-to-family conflict and intention to perform UPFB. In study 2 (field study, N = 255), we tested our hypotheses by employing a three-wave time-lagged survey design. As expected, results from two studies fully supported our predictions. Overall, we explain whether, how, and when work-to-family conflict will lead to UPFB. Implications of theory and practice are then discussed.

Recently, home office and remote working have gained momentum triggering questions of the impact of ethical leadership on helping behavior and its ethical implication for employees and companies. In this study, we propose a moderated mediation model to clarify the mechanism of ethical leadership on online helping behavior, and tested this model using three-wave data from a sample of 481 employees in mainland China. We found that ethical leadership had a positive effect on subordinates’ other-praising moral emotion, and that these moral emotions significantly influenced online helping behavior. Subordinates’ other-praising moral emotion mediated the relationship between ethical leadership and online helping behavior. Moreover, the relationship between ethical leadership and other-praising moral emotion was more significant for employees with high moral identity. Finally, our findings provide new insights into how to motivate employees’ online helping behaviors through managerial practices for organizations.

Purpose: Creativity and innovation are crucial in improving the organizational performance and sustaining competitive advantage. The purpose of this paper is to investigate the relationship between knowledge hiding and team creativity.Design/methodology/approach: The authors tested the hypotheses with a sample of 87 knowledge worker teams involving 393 employees and employers in China.Findings: Knowledge hiding is negatively related to team creativity, fully mediated by absorptive capacity. In addition, the negative relationship between knowledge hiding and absorptive capacity would be weakened by task interdependence.Practical implications: Team managers should take measures to avoid the development of knowledge hiding, which is indirectly related to team creativity via absorptive capacity within a team, and motivate team members to share more knowledge by training to improve their feelings of accountability, responsibility, and duty. In addition, managers can decrease knowledge hiding by strengthening within-team task interdependence.Originality/value: This study is one of the first to investigate the relationship between knowledge hiding and team creativity and the moderating role of task interdependence in the relationship between knowledge hiding and absorptive capacity.

In this paper, we explored the role of knowledge sharing on team creativity through absorptive capacity and knowledge integration, and tested the condition under which knowledge sharing is positively related to absorptive capacity and knowledge integration. We tested our hypotheses with a sample of 86 knowledge worker teams involving 381 employees and employers in China. Results demonstrate that knowledge sharing was positively related to team creativity, fully mediated by both absorptive capacity and knowledge integration. In addition, cognitive team diversity played a moderating role in the relationship between knowledge sharing and absorptive capacity, as well as in the relationship between knowledge sharing and knowledge integration. Theoretical and practical implications of these findings on knowledge management and team creativity are discussed.