领导底线心智对员工知识破坏行为的影响机制

The Influence Mechanism of Leader Bottom-line Mentalityon Employees' Knowledge Sabotage Behavior

竞争激烈的职场环境使得员工的知识破坏问题日趋明显,严重损害组织可持续发展。以两阶段配对的772份问卷为样本,基于认知-情感系统理论,从员工认知和情感两条路径探究领导底线心智对员工知识破坏行为的影响机制。研究表明,领导底线心智通过违反规范可接受感知与职场焦虑引发员工知识破坏行为,相较于情感路径(职场焦虑),认知路径(违反规范可接受感知)的影响更显著;高水平合作氛围不仅会弱化领导底线心智对违反规范可接受感知和职场焦虑的影响,而且会削弱领导底线心智通过二者对员工知识破坏行为的传导作用。研究结论对保护员工与组织免受知识破坏侵害具有指导价值。

With the rapid development of the knowledge economy,effective knowledge management is crucial to the development of individuals and organizations.The knowledge behavior of employees has become a critical factor in the success of an organization's knowledge management system.However,in the competitive workplace environment,employees find it difficult to share knowledge,and even engage in more and more serious knowledge destruction behavior.Some researchers have explored knowledge sabotage behavior and made some important findings,but they have ignored the impact of the leader mentality mode.Therefore,it is particularly important for an organization's knowledge management practice to clarify the internal influence mechanism of leader bottom-line mentality on employees'knowledge sabotage behavior.Previous studies on leader bottom-line mentality and employees'work-related behavior are mostly conducted from a single perspective,and research on the dual perspectives of employee cognition and affection is still limited.In addition,existing studies show that knowledge sabotage behavior reflects the self-interested perceptions and negative emotions of the perpetrators.Therefore,following the cognitive-affective system theory,this paper explores the influence mechanism of leader bottom-line mentality on employees'sabotage behavior from two pathways of employee cognition and emotion,and further discusses the role of a cooperation atmosphere.In this paper,technology innovation,finance,and Internet industries are selected as respondents for the questionnaire survey.The data were collected over two time periods to avoid common method bias.In the first phase,980 questionnaires were distributed in April 2022 to collect employee basic information and investigate employees'self-assessment of the leader bottom-line mentality and cooperation atmosphere.A total of 853 questionnaires were collected,with an effective recovery rate of 87.04%.The second phase was conducted in July 2022 by administering a questionnaire to 853 employees who completed the questionnaire for the first time to investigate their self-assessment of perceived acceptability of norm violation,workplace anxiety,and knowledge sabotage behavior.The effective questionnaire response rate was 93.55%out of 798 valid questionnaires.After excluding invalid questionnaires,the questionnaires are matched according to a predetermined code,with 772 valid questionnaires being successfully matched.The software including AMOS24.0,SPSS26.0,and MPLUS8.3 is used to analyze the data and test the hypotheses.The results show that leader bottom-line mentality triggers employees'knowledge sabotage behavior through perceived acceptability of norm violation and workplace anxiety,and perceived acceptability of norm violation exerts a stronger impact than workplace anxiety;a higher collaborative atmosphere weakens the positive connection between leader bottom-line mentality and perceived acceptability of norm violation and workplace anxiety;in addition,a higher collaborative atmosphere also alleviates the impact of leader bottom-line mentality on employees'knowledge sabotage behavior through perceived acceptability of norm violation and workplace anxiety.It systematically illustrates the internal mechanisms of leader bottom-line mentality on employees'knowledge sabotage behavior.Firstly,this paper enriches the research on the antecedents of employees'knowledge sabotage behavior from the perspective of leader mentality.Secondly,the research visual of existing research on the impact of leader bottom-line mentality on employees'work-related behavior is unitary.Therefore,on the basis of the cognitive-affective system theory,this paper explores and confirms the dual driving roles of perceived acceptability of norm violation and workplace anxiety between leader bottom-line mentality and knowledge sabotage behavior.Furthermore,it combines the extremes of knowledge sabotage behavior in the Chinese context to illustrate that the cognitive path(perceived acceptability of norm violation)exerts a stronger impact than the affective path(workplace anxiety).Finally,this paper explores and confirms the moderating effect of a cooperative atmosphere between leader bottom-line mentality and knowledge sabotage behavior at the organizational context level,explaining the contexts in which leader bottom-line mentality is more likely to have an impact on knowledge sabotage behavior.By interpreting the influence mechanism of leader bottom-line mentality on employees'knowledge sabotage behavior,it provides some reference for organizations to take measures to protect employees and themselves from knowledge sabotage damage.