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Differentiation in perceived organizational support and knowledge sharing of outsourced employees – a cross-hierarchy moderating model

Differentiation in perceived organizational support and knowledge sharing of outsourced employees... Outsourcing has become a crucial avenue for companies to acquire external knowledge. To better understand how dual organizational supports influence the knowledge sharing behavior of outsourced employees within triangular employment relationships, grounded in social exchange theory, this study explores the effect and mechanism of differentiation in perceived organizational support (DPOS) on knowledge sharing of outsourced employees.Design/methodology/approachA two-wave survey was conducted to test the hypotheses, and data were collected from 271 outsourced employees and their leaders (from client organizations) in 52 interorganizational teams.FindingsResults show that DPOS positively affect the knowledge sharing of outsourced employees and has a stronger predictive value than that of client organizational support. Outsourced employees’ psychological ownership to the interorganizational team mediates this relationship. Task interdependence plays a positive cross-hierarchy moderating role in the relationship between DPOS and psychological ownership to the interorganizational team.Practical implicationsThis research provides practical advice for support strategies of client and supplier organizations.Originality/valueResults provide further understanding for outsourced employees’ psychological and behavioral mode in triangular employment contexts. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Employee Relations: An International Journal Emerald Publishing

Differentiation in perceived organizational support and knowledge sharing of outsourced employees – a cross-hierarchy moderating model

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References (57)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0142-5455
DOI
10.1108/er-01-2024-0004
Publisher site
See Article on Publisher Site

Abstract

Outsourcing has become a crucial avenue for companies to acquire external knowledge. To better understand how dual organizational supports influence the knowledge sharing behavior of outsourced employees within triangular employment relationships, grounded in social exchange theory, this study explores the effect and mechanism of differentiation in perceived organizational support (DPOS) on knowledge sharing of outsourced employees.Design/methodology/approachA two-wave survey was conducted to test the hypotheses, and data were collected from 271 outsourced employees and their leaders (from client organizations) in 52 interorganizational teams.FindingsResults show that DPOS positively affect the knowledge sharing of outsourced employees and has a stronger predictive value than that of client organizational support. Outsourced employees’ psychological ownership to the interorganizational team mediates this relationship. Task interdependence plays a positive cross-hierarchy moderating role in the relationship between DPOS and psychological ownership to the interorganizational team.Practical implicationsThis research provides practical advice for support strategies of client and supplier organizations.Originality/valueResults provide further understanding for outsourced employees’ psychological and behavioral mode in triangular employment contexts.

Journal

Employee Relations: An International Journal – Emerald Publishing

Published: Dec 2, 2024

Keywords: Triangular employment relationships; Differentiation in perceived organizational support; Social exchange theory; Psychological ownership to the interorganizational team; Knowledge sharing

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