Abstract Knowledge hiding is an intriguing concept with evident adverse effects on
organizations, as it restrains creativity, hampers teamwork and collaboration, and ultimately …

This study investigates the multilevel interplay among team‐level, job‐related, and
individual characteristics in stimulating employees' innovative work behavior (IWB) based on …

This paper analyses the influence of employees' perceptions of high-performance work
systems (HPWSs) on employees' exploratory learning and innovative behaviour …

This study investigates the effects of two internal factors, performance‐based rewards and
employee perceptions of human resource (HR) strength, and one external factor, country …

Purpose The purpose of this paper was to explore the role of empowering leadership,
organizational climate for initiative and job autonomy in spurring innovative work behavior …

The aim of this paper is to bring together literature on strategic human resource
management and leadership and theorize about their cross-level interplay. Specifically, we …

We focus on dyadic interactions among supervisor-and employee-innovative work behavior
(IWB) and how (in) congruence ([mis] fit) conditions relate to employee task performance …

Although uncertainty avoidance is identified as an important concept for understanding
intrapreneurial intentions, empirical findings have not been consistent in portraying a …

This chapter draws on Marsick and Watkins' definition of informal learning. In contrast to
formal learning, they argue:" Informal learning may occur in institutions, but is not typically …

In the field of human resource management (HRM), research focuses on explaining the
relationship between HRM practices and performance (see also Chapter 8 in this book) …