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Ibis study adds to the growing research exploring the consequences of knowledge hiding in organizations. Drawing from the social exchange theory and the norm of reciprocity, this paper examines the direct and indirect—via distrust in supervisor—relationships between supervisor knowledge hiding (SKH) and supervisee organizational citizenship behavior directed at the supervisor (OCB-S) in the context of the Middle East. Using a supervisor-supervisee dyadic design, two-source data were obtained from 317 employees (local and foreign) of 41 Saudi firms. The findings suggest that supervisees' distrust in their supervisors mediates the significant and negative relationship between SKH and supervisees' OCB-S. Furthermore, the significant and positive relationship between SKH and distrust in supervisor is more pronounced for foreign workers than for local workers. This study provides empirical support and a better understanding of the existence and consequences of SKH for local and foreign workers and also discusses the theoretical and practical implications of the findings.

Studies show that service employees are among the most disengaged in the workforce. To better understand service employees’ job engagement, this study broadens the scope of the job demands-resources (JD-R) model to include power distance orientation (PDO). The inclusion of PDO enriches the JD-R model by providing a key piece of information that has been missing in prior JD-R models: employees’ perceptions of the source of job demands (i.e., supervisors) or employees’ views of power and hierarchy within the organization. Study 1 uses a survey-based field study to show that employees with a high (compared to low) PDO feel more burnout due to supervisors when they are closely monitored by their supervisors. Study 1 further supports the finding that employees with high (compared to low) PDO feel less disengagement despite burnout due to supervisors. Study 2, using a lab experiment, and Study 3, relying on a survey-based field study, unveil why these effects were observed. Stress and job satisfaction emerge as mediators that explain the findings from Study 1. Implications of the role of PDO are discussed to improve the current understanding of how job engagement can improve customer service performance.

This study focuses on the changes that doctoral education has experienced in the last decades and discusses the role of doctoral supervisors. The figure of doctoral supervisor continues to be a subject of much debate; therefore, the aim of this study is to provide a universal, global, and common definition that clearly establishes the roles and functions of doctoral supervisors. Employing a multi-method approach, the study utilized the perspectives of linguistic relativism and prototype theory to understand how linguistic and label diversity may influence the perception and approach to supervisory tasks. We examine a corpus of 55 different labels to refer to “doctoral supervisor.” Data was collected from 116 countries, encompassing 47 different languages and 55 distinct labels from Europe, Africa, America, Asia, and Oceania, forming a unique corpus of information. The results reveal a total of 18 functions to be fulfilled by the doctoral supervisor. Additionally, the findings underscore the significance of linguistic influence in conceptualizing the functions associated with the supervisor in various cultural contexts and highlight the necessity for redefining the role of the thesis supervisor. The results hold potential benefits for doctoral schools and supervisors, serving as guidelines for standardizing the functions of the doctoral supervisor.

PurposeUsing social exchange theory, this paper explores the relationship between supervisor perceived organizational support and supervisor developmental feedback. It verifies the mediating role of supervisor felt obligation to organization and the moderating role of supervisor core self-evaluation in this relationship.Design/methodology/approachA two-wave survey sampling method was applied to collect 247 pieces of paired data (supervisors-new employees) in organizations in China.FindingsThe results show that supervisor felt obligation to organization mediates the relationship between supervisor perceived organizational support and supervisor developmental feedback. The findings suggest that a high level of supervisor core self-evaluation strengthens the relationship between supervisor perceived organizational support and supervisor felt obligation to organization and then facilitates supervisor developmental feedback.Originality/valueThis study combines two perspectives, organizational factor and supervisor trait, to reveal the occurrence mechanism of supervisor developmental feedback and complements the research on the influencing factors of supervisor developmental feedback. In addition, it provides some theoretical guidance and practical insights into how organizations can motivate supervisors to provide developmental feedback to new employees.

The present study simultaneously examined people's perceptions of person-organization (PO) and personsupervisor (PS) fit and related these perceptions to employees' commitments. Three-hundred-and-sixty employee-supervisor dyads from Taiwanese organizations reported about their PO fit and PS fit perceptions. In addition, supervisors reported about their perceptions of fit and guanxi with each of their employees. Results indicated that PO and PS fit perceptions both had an independent and additive relationship with organizational commitment. The link between employee PS fit perceptions and organizational commitment was mediated by commitment to the supervisor. Both employee and supervisor fit perceptions contributed to commitment to the supervisor through their influence on the quality of the leader-member exchange (LMX). Guanxi could not explain additional variance in LMX and supervisor commitment. Implications for theory and practices regarding person-environment fit, commitment, and LMX are discussed. The study findings offered suggestions for a new Theory of Multiple Fits.

We used the theory of social dominance to explore the mediating influence and boundary conditions according to which subordinates??? creativity affects supervisor undermining. Through a two-stage survey of 223 employees and their paired supervisors, we verified the mediating effect of supervisors??? perceived status threat on the relationship between subordinates??? creativity and supervisor undermining. Supervisors??? status concern moderated the relationship between subordinates??? creativity and supervisors??? perceived status threat. Specifically, the positive relationship between subordinates??? creativity and supervisors??? perceived status threat was stronger when the level of supervisors??? status concern was high. We aimed to deepen understanding of the factors that influence supervisor undermining. Additionally, we introduced perceived status threat as a mediating variable, which enhances understanding of the mechanism behind the unjust treatment of star employees. This highlights the importance of companies continuing to improve the management and professional skills of their supervisors, and fostering an organizational culture that is equal and free, in order to cultivate and retain highly creative talents

We explored the influence of supervisor positive feedback on employees' in-role and extrarole performance, and the mediating role of promotion focus in these relationships. Data were gathered at three time points from 373 Chinese employees and their immediate supervisors. We used hierarchical linear regression and the PROCESS macro to test our hypotheses. The results show that supervisor positive feedback was positively related to promotion focus, which was also positively related to employees' in-role and extrarole performance. In addition, promotion focus mediated the supervisor positive feedback-employee performance relationship. Our findings suggest that organizational managers should provide employees with positive feedback to improve their promotion focus, thereby enhancing employees' in-role and extrarole performance.

Family-supportive supervisors empathize with employees' attempts to balance work and nonwork, while also actively facilitating employees' ability to manage work and nonwork demands. Over the last three decades, approximately 60 publications have investigated family-supportive supervisor behavior (FSSB), with one third of these appearing in just the last 3 years. Thus, as the burgeoning FSSB literature continues to develop, there is a critical need to understand this body of work in totality in order to further advance theory, expand empirical investigation of the construct, and facilitate the practical dissemination of FSSB-related information into organizational settings. We conduct the first comprehensive and systematic review of the FSSB literature to date. More specifically, we discuss early formative work establishing the construct of FSSB, existing theory, antecedents, outcomes, moderators, and interventions. Lastly, we provide a number of future directions for this subject area related to construct clarification, theory, expanding the FSSB nomological network, methodology, and interventions.

Purpose The purpose of this study is to test the relationship between abusive supervision and employee’s knowledge hiding behaviour among Indian information technology (IT) employees. The paper also strives to theoretically discuss and then seek empirical evidence to the two mediational paths (namely, psychological contract violation and supervisor directed aggression) that explain the focal relationship between abusive supervision and knowledge hiding. Design/methodology/approach To test the proposed hypotheses, the study draws cross-sectional data from Indian IT employees working in various IT firms in India. Data were collected at two time points (T1 and T2) separated by one month to counter the priming effect and neutralize any threat of common method bias. The final sample of 270 valid and complete responses was analysed using SmartPLS 3 to test the hypotheses. Findings Results showed that abusive supervision is positively related to employee’s knowledge hiding behaviours. Also, both psychological contract violation and supervisor directed aggression partially mediates the abusive supervision-knowledge hiding behaviour linkage. Originality/value First, the current study has tested the positive relationship between abusive supervision and knowledge hiding behaviours unlike most of the previous investigations that have focussed on knowledge sharing behaviour (the two are different constructs having different antecedents). Second, the study also empirically investigated the two parallel mediational routes, namely, psychological contract violation and supervisor directed aggression that explains the blame attributed by the beleaguered employee that led to covert retaliatory behaviour, such as knowledge hiding.

Under some circumstances, individuals are willing to engage in unethical behaviors that benefit another entity. In this research we advance the unethical pro-organizational behavior construct by showing that individuals also have the potential to behave unethically to benefit their supervisors. Previous research has not examined if employees engage in unethical acts to benefit an entity that is separate from oneself and if they will conduct these acts to benefit a supervisor. Our research helps to address these gaps. We also demonstrate that unethical behavior to benefit a supervisor, what we term unethical pro-supervisor behavior, is more likely to occur if individuals are more (versus less) identified with their organization or supervisor. That is, feeling a sense of oneness with one's organization or supervisor can result in employees engaging in unethical behavior to help their supervisor. Further, this positive relationship is weakened if the employee possesses higher levels of moral identity. We test our hypotheses with a two-part laboratory study, a field study, and a time-lagged field study. Theoretical and practical implications of this work are discussed.