How Authoritarian Leadership and Renqing Orientation Improve Tacit Knowledge Sharing

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dc.contributor.authorChen, Zhenjiao
dc.contributor.authorSong, Mengmeng
dc.contributor.authorJia, Lin
dc.contributor.authorWang, Zhaohua
dc.date.accessioned2016-12-29T01:41:39Z
dc.date.available2016-12-29T01:41:39Z
dc.date.issued2017-01-04
dc.description.abstractFollowing an indigenous approach and fairness theory, we develop a theoretical model to investigate when and how authoritarian leadership will improve tacit knowledge sharing (KS). Drawing on survey data from 309 Chinese employees, we examine whether authoritarian leadership will affect procedural fairness (PF) perception and interactional fairness (IF) perception, which in turn, will affect tacit KS; and examine whether leader renqing orientation (LRO) will moderate these mediation processes. Our data demonstrate that authoritarian leadership is negatively related to IF perception, which is positively related to tacit KS. Moreover, authoritarian leadership significantly increases tacit KS intention through PF perception only when LRO is high. Authoritarian leadership significantly decreases tacit KS intention through PF perception and IF perception only when LRO is low. Theoretical and practical implications are discussed.
dc.format.extent10 pages
dc.identifier.doi10.24251/HICSS.2017.543
dc.identifier.isbn978-0-9981331-0-2
dc.identifier.urihttp://hdl.handle.net/10125/41705
dc.language.isoeng
dc.relation.ispartofProceedings of the 50th Hawaii International Conference on System Sciences
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectauthoritarian leadership
dc.subjectleader renqing orientation
dc.subjectfairness
dc.subjecttacit knowledge sharing intention
dc.titleHow Authoritarian Leadership and Renqing Orientation Improve Tacit Knowledge Sharing
dc.typeConference Paper
dc.type.dcmiText

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