Untangling the role of power in knowledge sharing and job performance: the mediating role of discrete emotions

Journal of Knowledge Management. 2023. Vol. 27. No. 4. P. 873–895.

Luqman A., Zhang Q., Kaur P., Papa A., Dhir A.

Purpose

The purpose of this study is to empirically examine how psychological power explains dual conflicting emotions, influences and jeopardises knowledge sharing and eventually affects job performance. Specifically, this study argues that psychological power can induce feelings of pride and anxiety, which have opposite downstream effects on employees’ knowledge sharing and tasks, proactive and affiliative (TPA) performances.

Design/methodology/approach

This study tested the model using three waves of multi-source data from 46 teams and 357 respondents in the information technology and software industry in China. This study used multilevel structural equation modelling with Mplus 7.4 to examine the within-level team variance and thereby estimated the confidence intervals for the direct and indirect paths.

Findings

The results indicate that increased psychological power can cause contradictory emotions (i.e. pride and anxiety). Pride positively mediates the indirect influence of psychological power on knowledge sharing and TPA performance, while anxiety negatively mediates the above-mentioned indirect relationships.

Research limitations/implications

This study provides a novel perspective on how psychological forces shape people’s emotional experiences and subsequently their motivation to share knowledge and job performance. By integrating the existing power literature rooted in the approach/inhibition theory of power and cognitive appraisal theory of emotion, we identify two discrete emotions as underlying mechanisms between increased psychological power and motivation to share knowledge and job performance.

Practical implications

This research provides insights for managers regarding the ways in which psychological power can stimulate individuals to engage in negative behaviour towards others. Managers, in turn, must consider self-regulation to control this negative impact.

Originality/value

This study is among the earliest to examine the role of discrete positive and negative emotions caused by increased psychological power, which subsequently affect knowledge sharing and TPA performance.

Keywords: performance, knowledge sharing, Psychological power, job performance

Publication based on the results of: Study of the possibilities of adaptation of the innovation actors to changes in the external environment: institutional, personnel and social aspects (2023)