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Wenxing Liu

Bio: Wenxing Liu is an academic researcher from Zhongnan University of Economics and Law. The author has contributed to research in topics: Entitlement & Gratitude. The author has co-authored 1 publications.

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Journal ArticleDOI
TL;DR: Although unethical pro-organizational behavior (UPB) in the workplace has been widely researched, studies have focused on its antecedents rather than its outcomes as discussed by the authors, and to fill this gap in the literatur...
Abstract: Although unethical pro-organizational behavior (UPB) in the workplace has been widely researched, studies have focused on its antecedents rather than its outcomes. To fill this gap in the literatur...

5 citations


Cited by
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TL;DR: Zhang et al. as mentioned in this paper investigated the influence of supervisor bottom-line mentality (BLM) on employee knowledge-related behaviors by considering the mediating role of perceived leader prestige or dominance and the moderator role of supervisor-subordinate guanxi.
Abstract: Purpose Drawing on the dual-strategies theory of social rank and leader distance theory, this paper aims to investigate the influence of supervisor bottom-line mentality (BLM) on employee knowledge-related behaviors by considering the mediating role of perceived leader prestige or dominance and the moderating role of supervisor–subordinate guanxi (SSG). Design/methodology/approach This study collected survey data from 185 research and development employees in East China at three-time points. The authors conducted path analysis and bootstrapping-based analytic approach to test the hypotheses by Mplus7.0. Findings The results showed that supervisor BLM has a negative effect on employee knowledge sharing and a positive effect on knowledge hiding. Besides, perceived leader prestige or dominance mediated the relationship between supervisor BLM and employee knowledge hiding. Furthermore, SSG moderated the relationship between supervisor BLM and perceived leader prestige or dominance, as well as the indirect effects of supervisor BLM on knowledge hiding via perceived leader prestige or dominance. Originality/value There is limited research on investigating the influence of supervisor BLM in the field of knowledge management. The authors carried out this study to provide evidence of how and when supervisor BLM affects employee knowledge sharing and hiding.

1 citations

Journal ArticleDOI
TL;DR: Zhang et al. as mentioned in this paper investigated the influence of supervisor bottom-line mentality (BLM) on employee knowledge-related behaviors by considering the mediating role of perceived leader prestige or dominance and the moderator role of supervisor-subordinate guanxi (SSG).
Abstract: Purpose Drawing on the dual-strategies theory of social rank and leader distance theory, this paper aims to investigate the influence of supervisor bottom-line mentality (BLM) on employee knowledge-related behaviors by considering the mediating role of perceived leader prestige or dominance and the moderating role of supervisor–subordinate guanxi (SSG). Design/methodology/approach This study collected survey data from 185 research and development employees in East China at three-time points. The authors conducted path analysis and bootstrapping-based analytic approach to test the hypotheses by Mplus7.0. Findings The results showed that supervisor BLM has a negative effect on employee knowledge sharing and a positive effect on knowledge hiding. Besides, perceived leader prestige or dominance mediated the relationship between supervisor BLM and employee knowledge hiding. Furthermore, SSG moderated the relationship between supervisor BLM and perceived leader prestige or dominance, as well as the indirect effects of supervisor BLM on knowledge hiding via perceived leader prestige or dominance. Originality/value There is limited research on investigating the influence of supervisor BLM in the field of knowledge management. The authors carried out this study to provide evidence of how and when supervisor BLM affects employee knowledge sharing and hiding.
Journal ArticleDOI
TL;DR: Zhang et al. as mentioned in this paper examined the impact of leader expressions of gratitude on followers' proactive behaviours from a self-evaluative perspective and found that leader gratitude expressions were positively related to followers' positive behaviors.
Abstract: Researchers have become increasingly interested in exploring leaders’ behaviours that promote followers’ proactive behaviours, but the literature is limited to leadership styles and generally does not consider leader displays of emotion. In this study, the impact of leader expressions of gratitude on followers’ proactive behaviours was examined from a self-evaluative perspective. Data from a field study (N = 184) and an experimental vignette study (N = 150) in China supported our hypotheses that leader gratitude expressions were positively related to followers’ proactive behaviours. Role breadth self-efficacy and perceived social worth mediated the relationship between leader gratitude expressions and followers’ proactive behaviours. This mediating effect was strengthened for followers with high relational identification. These results contribute to a nuanced understanding of gratitude by shedding light on the phenomenon of leader gratitude expressions and their positive outcomes. The theoretical and practical implications of our findings are discussed.