When and how authoritarian leadership and leader renqing orientation influence tacit knowledge sharing intentions

Zhen Jiao Chen*, Robert M. Davison, Ji Ye Mao, Zhao Hua Wang

*Corresponding author for this work

    Research output: Contribution to journalArticlepeer-review

    33 Citations (Scopus)

    Abstract

    In this study of tacit knowledge-sharing intentions in China, we examine the roles of authoritarian leadership and fairness with respect to the way managers make decisions and treat their subordinates. In particular, we examine the role of leader renqing orientation, i.e., the way leaders distribute favors and emotional concern to their subordinates, as a moderating factor. We draw on the research literature in the domains of knowledge management and cross-cultural Psychology to identify constructs that we then test with a survey of 309 Chinese employees. Our findings are counter-intuitive and are discussed in detail before we conclude with implications for research and practice.

    Original languageEnglish
    Pages (from-to)840-849
    Number of pages10
    JournalInformation and Management
    Volume55
    Issue number7
    DOIs
    Publication statusPublished - Nov 2018

    Keywords

    • Authoritarian leadership
    • Fairness
    • Renqing orientation
    • Tacit knowledge sharing intentions

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