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Preventing Knowledge Loss When Employees Expect to Leave HYPOTHESIS 3: Perceived supervisor support is positively related to knowledge sharing. Furthermore, Viswesvaran and colleagues’ (1999) findings on stressor-strain-supportrelationships would suggest that PSS can buffer the negative effects of turnover intention and expected involuntary turnover on knowledge sharing behavior, i.e., the effects should be less negative. Moreover, such buffering effects can be expected on the grounds of social exchange theory: Even though the employee might feel that efforts such as knowledge sharing will not be returned in the future, PSS would create a feeling of obligation that has to be recompensed. And enabling a smooth transition for the succession process by sharing your knowledge might be one of the most salient ways of compensation. Therefore, we predict: HYPOTHESIS 4: Perceived supervisor support moderates the relationships between turnover intention and knowledge sharing and expected involuntary turnover and knowledge sharing, respectively, in such a way that when perceived supervisor support is high, these relationships are less negative. 4.4. Method 4.4.1. Sample and data collection The study was conducted at three branches of a German public administration. N=294 onlinequestionnaires were filled out by employees stemming from 66 teams. Two teams which formed subunits of another, larger team in the data sample had to be excluded to avoid the double inclusion of the same values twice. Seven teams with only one participant each were eliminated to avoid biased team-level estimation, e.g., of the control variable trust, due to nonresponse (Timmerman, 2005). Thus, the sample resulted in N=281 participants belonging to 57 teams. Participants had a mean age of 47.9 years (SD=9.2), a mean tenure of 15.2 years (SD=11.3), and a mean job experience of 12.3 years (SD=10.6). 54% of the sample was female, 25% of the participants were working part-time, and the mean within-team turnover 142
Preventing Knowledge Loss When Employees Expect to Leave rate for the past year was 12.8%, i.e., on average, 12.8% of last year’s employees of each team had left within the past year. After an open information session, prospective participants received an email-invitation to take part in the study and had three weeks to fill in the online questionnaire. The 294 participants represent 58.0% of the originally contacted employees. 4.4.2. Measures As the study was conducted in German, scales stemming from the English-speaking literature were translated into German, then independently back-translated into English and compared to the original version. Where there were inconsistencies, they were resolved by the translators (Brislin, 1980). Independent variables. Turnover intention and expected involuntary turnover were measured with two related items based on a scale from Moore (2000): “In the coming year, I will probably look for a new job a) voluntarily, b) because my contract ends, due to business operation reasons…” Each of the two items a), measuring turnover intention, and b), measuring expected involuntary turnover, was to be rated on a 7-point Likert scale ranging from “very improbable” to “very probable”. Perceived supervisor support (PSS) was measured specifically as perceived supervisor support for knowledge sharing. By choosing such a specific form of supervisor support, we matched the form of support and the behavior to be affected (Cohen & Wills, 1985). We did this in order to obtain a larger effect and to show the effect of a more concrete and applicable behavior. PSS was measured with two items built based on the scale used by Cabrera and colleagues (2006), and Maurer and Tarulli (1994), respectively, and focused on perceived facilitation, encouragement, and support for knowledge sharing: “My supervisor encourages and supports me in sharing my knowledge with team colleagues.” and “After completing a project or significant milestone, my supervisor encourages me to make my ideas and 143
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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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Intergenerational Knowledge Transfe
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Foss, N. J., Husted, K., & Michailo
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Watson, S., & Hewett, K. (2006). A
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