Influence of challenging work factors and employees’ well-being on knowledge sharing behavior in Saudi Aramco
Although previous research has demonstrated the impact of organizational components on employees, especially concerning their well-being, limited research has investigated the overall impact of innovative organizational culture (IOC) on employees’ well-being (EWB) and knowledge sharing behavior (...
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| Main Author: | |
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| Format: | Thesis |
| Language: | English |
| Published: |
2021
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| Subjects: | |
| Online Access: | http://psasir.upm.edu.my/id/eprint/105538/1/SPE%202022%203%20UPM%20IR.pdf |
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| Summary: | Although previous research has demonstrated the impact of organizational components
on employees, especially concerning their well-being, limited research has investigated
the overall impact of innovative organizational culture (IOC) on employees’ well-being
(EWB) and knowledge sharing behavior (KSB) (both tacit and explicit) in the oil and
gas context. Therefore, based on the Conservation of Resources Theory and Maslow's
Hierarchy of Needs, this study aims to investigate how employees’ well-being and
knowledge sharing behavior can be managed within a challenging oil and gas workplace
environment. It seeks to examine 1) the relationships between various work factors and
employees' well-being in psychological, physical, and social aspects, 2) the relationships
between employees' psychological, physical, and social well-being and knowledge
sharing behavior (tacit and explicit), 3) the moderating effect of benevolent leadership
on the relationship between challenging work factors and employees' physical,
psychological, and social well-being, and 4) the moderating effect of innovative
organizational culture (IOC) on the relationship between employees' physical,
psychological, and social well-being with knowledge sharing behavior (KSB). This
study employed the quantitative method and the survey technique was used for data
collection. A total of 362 Saudi Aramco employees were recruited using judgmental
sampling and Smart PLS and SPSS were used to analyze the data.
The findings posit that 1) job hazards were found to significantly affect the employee's
physical well-being; 2) better knowledge-sharing behavior in both tacit and explicit
dimensions was demonstrated as a result of improved employees’ physical and social
well-being. Specifically, tacit knowledge-sharing behavior was motivated by physical
well-being while explicit knowledge-sharing behavior was motivated by social wellbeing;
3) In contrast to the initial prediction, workplace conflict was found to be
positively related to social well-being. This could be due to the fact that Saudi Aramco
welcomes open conflicts, where employees' sharing of different views, beliefs, and
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feelings do not bother others and instead brings them closer, resulting in enhanced wellbeing;
4) benevolent leadership has a significant moderating effect on the path between
job hazard and physical well-being. It was found that under a high benevolent leadership
condition, the negative relationship between job hazard and physical well-being was
stronger. This is in contrast with the hypothesized direction. The finding thus suggests
that Saudi Aramco employees believe that the presence of benevolent leaders does not
reduce the impact of job hazard on physical well-being, but rather it makes them feel
even more tired; 5) IOC was found to significantly moderate the path between social
well-being and explicit KSB. In a high IOC condition, the positive relationship between
social well-being and explicit KSB was stronger. Thus, the presence of the IOC condition
enhances the impact of social WB on explicit KSB.
Theoretically, this study adds further values to the pool of knowledge by recognizing
three different types of employee well-being (psychological, physical, social) that
contribute differently to knowledge sharing behavior. Also, it identifies conditions
(moderators) where an employee’s well-being and knowledge sharing behavior can be
strengthened. Practically, this study provides ideas to human resource management on
strategies to enhance employees’ well-being for improved knowledge sharing behavior. |
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