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Preventing Knowledge Loss When Employees Expect to Leave turnover intention and expected involuntary turnover on sharing be buffered or, ideally, be reversed? 4.3.2. Perceived supervisor support The relationship with the supervisor is thought to be one of the employee’s most important relationships (e.g., Manzoni & Barsoux, 2002; O’Driscoll & Beehr, 1994), and the supervisor’s influence on employee behavior has been studied extensively within the framework of leadership (Avolio, Reichard, Hannah, Walumbwa, & Chan, 2009), oftentimes in the form of such concepts as leader-member-exchange (Gerstner & Day, 1997) or perceived supervisor support (Rhoades Shanock & Eisenberger, 2006). Perceived supervisor support (PSS) is defined as the perception of leader behaviors that encourage and facilitate the employees’ work efforts (Babin & Boles, 1996). It can be seen as a form of perceived social or organizational support, which has been shown to buffer the negative effects of many different work stressors on strains, the former defined as adverse conditions in the work environment such as work overload or job insecurity, the latter defined as individual responses to stressors such as burnout (Rhoades & Eisenberger, 2002; Viswesvaran, Sanchez, & Fisher, 1999). Viswesvaran and colleagues (1999) demonstrated in their meta-analysis that the pattern of buffering effects of social support on the stressor-strain-relationship is the same independent of the type of stressor, the source of support, or the type of strain. Furthermore, they found that social support acts in a threefold manner, that is, it directly reduces the perceived strength of stressors and the felt strains, and it reduces the effects of stressors on strains (i.e., buffers these effects). If we consider turnover intention and expected involuntary turnover as stressors, and reduced knowledge sharing as a response to this stressor (i.e., a strain), PSS might have effects similar to those described by Viswesvaran and colleagues 140
Preventing Knowledge Loss When Employees Expect to Leave (1999) on the relationship between the two forms of expected or intended turnover and knowledge sharing. As the present study focuses on effects on knowledge sharing, a direct effect of PSS on turnover intention or expected involuntary turnover, the stressors in this model, is not of interest here. Nevertheless, it is worth noting that PSS has been shown to have a negative effect on voluntary turnover (Eisenberger, Stinglhamber, Vandenberghe, Sucharski, & Rhoades, 2002; Maertz, Griffeth, Campbell, & Allen, 2007). With respect to the present research question, we can assume that PSS has a positive effect on knowledge sharing. First, if we consider a reduction of knowledge sharing as a strain, then, following Viswesvaran and colleagues (1999), PSS should have a direct negative effect on this strain, i.e., should lead to more knowledge sharing. Second, social exchange theory, too, would suggest that PSS has a positive impact on knowledge sharing, as PSS, which is a form of perceived organizational support, should produce a felt obligation to help the organization reach its objectives (Rhoades & Eisenberger, 2002). The employee should seek to discharge this felt obligation through increased allegiance and extra performance efforts (Mossholder, Settoon, & Henagan, 2005), an example of which can be knowledge sharing. Third, the extant literature shows first support for such a relationship: Cabrera, Collins, and Salgado (2006) found that the perception of support from supervisors and coworkers had a positive effect on knowledge transfer. Furthermore, Bock, Lee, Zmud, and Kim (2005) found a positive relationship between subjective norms (measured as the normative beliefs that the CEO, boss and colleagues think that the person should share his/her knowledge as well as the motivation to comply to this normative beliefs) and intention to share knowledge. Finally, Zárraga and Bonache (2005) discovered a significant positive correlation between knowledge transfer and the extent to which a leader was involved in the work of the respective team and facilitated knowledge sharing. Therefore, we predict: 141
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Knowledge Transfer in Teams and Its
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Table of Contents Contents Acknowle
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Acknowledgements Acknowledgements T
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Acknowledgements Last but not least
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General Introduction and of older w
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General Introduction in the smooth
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Outline Outline The core of the pre
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Outline on knowledge sharing, as we
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Knowledge, Knowledge Management, an
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Multilevel Investigation of Anteced
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Watson, S., & Hewett, K. (2006). A
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