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Effects of Injustice on Innovative Behavior The Mediating Roles of the Social Loafing and Knowledge Hiding Tendency

김철영
한국기업경영학회 (Korean Corporation Management Association)|2020.08|기업경영연구 (Korean Corporation Management Review)|제27권 제4호|pp. 163-182

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참고문헌

키워드

임파워링 리더십Innovative behavior불공정성사회적 태만Knowledge hidingInjusticeSocial loafing지식숨김
주제분류경영학

초록

As competition intensifies and the pace of social change accelerates, organizations are required to innovate through the participation, effort, and knowledge sharing of their members. But these individuals sometimes reduce efforts or hide knowledge without sharing it. The involvement of members in organizational processes is determined by their perception of the organization and their colleagues. This study finds that if members of the organization recognize injustices in their relationship with their bosses and coworkers, their social loafing and knowledge hiding tendency will increase, thereby reducing their participation in innovative behavior. Recognizing injustice, members of the organization do not expect compensation for their efforts. They lose motivation to participate in the organizational process. Also, empowering leadership is expected to act as a situational factor, since it is based on guaranteeing discretion, self-change of working conditions, and empowerment. The members who perceive interactional injustice will reduce their innovative behavior based on the authority given to them. To verify this, the study collected 333 supervisor-employee dyads on two occasions from 12 organizations, including manufacturing companies, research institutes, and government agencies. And the hypothesis was confirmed. Through this, the author contributed to the innovation and justice literature and made suggestions on future research.

Abstract

As competition intensifies and the pace of social change accelerates, organizations are required to innovate through the participation, effort, and knowledge sharing of their members. But these individuals sometimes reduce efforts or hide knowledge without sharing it. The involvement of members in organizational processes is determined by their perception of the organization and their colleagues. This study finds that if members of the organization recognize injustices in their relationship with their bosses and coworkers, their social loafing and knowledge hiding tendency will increase, thereby reducing their participation in innovative behavior. Recognizing injustice, members of the organization do not expect compensation for their efforts. They lose motivation to participate in the organizational process. Also, empowering leadership is expected to act as a situational factor, since it is based on guaranteeing discretion, self-change of working conditions, and empowerment. The members who perceive interactional injustice will reduce their innovative behavior based on the authority given to them. To verify this, the study collected 333 supervisor-employee dyads on two occasions from 12 organizations, including manufacturing companies, research institutes, and government agencies. And the hypothesis was confirmed. Through this, the author contributed to the innovation and justice literature and made suggestions on future research.

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