Publikasjoner
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Perotti, Francesco Antonio; Rozsa, Zoltan; Kuděj, Michal & Ferraris, Alberto
(2024).
Building a knowledge sharing climate amid shadows of sabotage: a microfoundational perspective into job satisfaction and knowledge sabotage.
Journal of Knowledge Management.
ISSN 1367-3270.
28(5),
s. 1490–1516.
doi:
10.1108/JKM-03-2023-0262.
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Purpose -Drawing on the microfoundations theory and rational choice sociology, this study aims to investigate knowledge-sharing microfoundations through knowledge sabotage behaviours in the workplace. As such, it aims to shed light on the adverse impact of knowledge sabotage on a knowledge-sharing climate.
Design/methodology/approach - As a quantitative deductive study, it is based on information collected from 329 employees of European companies by self-administered online surveys. Data validity and reliability has been assessed through a confirmatory factor analysis, and data analysis was carried out by using a covariance-based structural equation modelling technique.
Findings - The findings from the empirical investigation supported the baseline hypotheses of the multilevel conceptual model, which is the positive relationship between organizational trust and environmental knowledge sharing. Then, recurring to a microfoundational exploration, this study supports the mediating indirect effect of job satisfaction and knowledge sabotage in affecting knowledge sharing as a social outcome.
Research limitations/implications - This study concurs to broaden knowledge-sharing awareness among scholars and practitioners, by focusing on knowledge sabotage as its most pernicious counterproductive behaviour. Furthermore, this research provides valuable guidance for the future development of research based on multilevel investigations.
Originality/value - This study builds on the need to explore the numerous factors that affect knowledge sharing in economic organizations, specifically focusing on knowledge sabotage. Adapting Coleman’s bathtub, the authors advance the first multilevel conceptual model used to unveil the knowledge-sharing microfoundations from the perspective of a counterproductive knowledge behaviour.
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Perotti, Francesco Antonio; Dhir, Amandeep; Ferraris, Alberto & Kliestik, Tomas
(2023).
Investigating digital technologies' implementation in circular businesses: Evidence from the going circular path.
Journal of Management & Organization.
ISSN 1833-3672.
doi:
10.1017/jmo.2023.60.
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Perotti, Francesco Antonio; Belas, Jaroslav; Jabeen, Fauzia & Bresciani, Stefano
(2023).
The influence of motivations to share knowledge in preventing knowledge sabotage occurrences: An empirically tested motivational model.
Technological Forecasting and Social Change.
ISSN 0040-1625.
192.
doi:
10.1016/j.techfore.2023.122571.
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The purpose of this research is to assess the impact of intrinsic and extrinsic motivations to share knowledge on
knowledge sabotage, in order to shape a motivational model designed to reduce sabotage incidents in practice. It
contributes to knowledge management literature broadening our understanding of knowledge sabotage, which
has been highlighted as the most extreme counterproductive knowledge behaviour due to its deliberate nature of
harming others for personal gain. In fact, even though knowledge sabotage has been widely identified in organizations, we still know too little about such a potentially dangerous phenomenon. In our empirical investigation, data collection took place through online questionnaires addressed to 329 employees and managers of
heterogeneous companies from Europe. Data has been analysed employing a structural equation modelling
(SEM) technique, whose results confirmed the relevance of this phenomenon and identified a negative relationship between intrinsic motivations to share knowledge and the phenomenon of knowledge sabotage. In the
end, our conclusions can be useful to expand researchers' and practitioners' awareness of the most extreme
counterproductive workplace behaviour that threatens the process of intra-organizational knowledge sharing.
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Fernandez-Vidal, Jorge; Perotti, Francesco Antonio; Gonzalez, Reyes & Gasco, Jose
(2022).
Managing digital transformation: The view from the top.
Journal of Business Research.
ISSN 0148-2963.
152,
s. 29–41.
doi:
10.1016/j.jbusres.2022.07.020.
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Digital Transformation is upending businesses everywhere. While there is ample research on this topic, there is a clear gap when it comes to understanding the changing talent management role of senior executives in digital transformation processes and the demands of individual employees. This article relies on 23 in-depth interviews with senior managers who are leading all or some of the digital transformation efforts of their respective organizations. Our research, using a grounded theory approach, identifies four key activities (and 37 sub-activities or themes) stemming from the new managerial needs and talent management practices arising from DT processes. We branded these key activities “Drive business change”, “Master fluid & loose organizational structures”, “Master Talent Complexity”, and “Prioritize learning”. This paper aims to provide an overview into the thinking and managerial practices of senior executives in a digital transformation context and complements the limited number of studies that examine the intersection between managerial actions and digital transformation. It also provides a conceptual framework that captures the key managerial demands arising from digital transformation processes and identifies key actions made by senior executives as part of these processes, which can be leveraged by both scholars and practitioners alike.
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Se alle arbeider i Cristin
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Perotti, Francesco Antonio; Di Prima, Christian & Ferraris, Alberto
(2023).
Digital Technologies’ Implementation in Circular Businesses: Evidence from SMEs’ Going Circular Path.
Academy of Management Proceedings.
ISSN 0065-0668.
doi:
10.5465/AMPROC.2023.18223abstract.
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Publisert
16. apr. 2024 10:55
