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Summary: This study adopts self‐ and other‐centered approaches to explain how the two facets of conscientiousness (i.e., dutifulness and achievement striving) distinctly resolve knowledge sharing dilemmas among employees. It also explores how the critical social surroundings of employees (i.e., supervisor support and coworker support) neutralize or activate the effects of dutifulness and achievement striving on knowledge‐sharing behavior. Our analysis of the data collected from 150 employee–supervisor dyads corroborates that the other‐centered facet of conscientiousness (dutifulness) is positively related to knowledge‐sharing behavior, whereas the self‐centered facet (achievement striving) is negatively related to the same behavior. The analysis also affirms that the positive effect of dutifulness and the negative effect of achievement striving on knowledge sharing are strengthened when supervisor support is low and coworker support is high. This study offers theoretical and practical implications relevant to knowledge management in organizations, distinct roles of facet‐specific personalities toward knowledge sharing, and contrasting personality–situation interactions by situation strength and trait activation in shaping employee behavior. [ABSTRACT FROM AUTHOR]

In job design and creativity literature, challenging and complex jobs drive individual creativity, whereas routinization impedes creative outcomes. This study challenges this prevailing view by exploring the intermediate psychological mechanism and boundary conditions enabling the potential benefits of routinization to foster creativity in organizations. Routinization economizes employees' use of resources in performing tasks, thereby generating free cognitive resources that can be utilized for creative problem-solving. In addition, the effect of routinization on creativity, as mediated by free cognitive resources, is positively moderated by two boundary conditions: learning goal orientation of employees and supervisor support for creativity. Field data collected from 198 engineers and technicians and 56 supervisors working in manufacturing companies in South Korea confirm the moderated mediation hypotheses. The conditional indirect effects of routinization on creativity through free cognitive resources are significant and positive when the learning goal orientation of employees and supervisor support for creativity are high. These findings highlight the need for a balanced consideration of the ambivalent effects of task complexity and routinization on employee creativity along with further investigations on the contingencies of their effects. [ABSTRACT FROM AUTHOR]

While the effects of a proactive personality on creativity have been well established, the behavioral mechanism underlying this relationship remains poorly understood. This study suggests the salience of the mediating mechanism of feedback-seeking behavior in explaining the process by which proactive individuals can perform creative outcomes. Specifically, based on the two axes—the types (inquiry vs. monitoring) and the methods (frequency vs. breadth)—this study proposes that four methods of feedback-seeking behavior (frequency of feedback inquiry, breadth of feedback inquiry, frequency of feedback monitoring, and breadth of feedback monitoring) mediate the relationship between the proactive personality and creativity. The results, which are based on data collected from 367 individuals across Korean companies, reveal that the proactive personality has a significant indirect effect on creativity via two methods only: frequency of inquiry and frequency of monitoring. Finally, this study represents a theoretical and practical contribution to academic research on creativity and proactivity in the workplace. [ABSTRACT FROM AUTHOR]

Using the social exchange theory and the social cognitive perspective in group dynamics, this study seeks to examine how different individuals in the degree of engagement in organizational citizenship behavior (OCB) among members of a team (i.e., the OCB gap) can affect their work performance across varying levels of task interdependence. The research hypotheses were tested empirically using field data regarding 146 employee-supervisor dyads collected from 41 teams in South Korea. The results of the hierarchical linear modeling (HLM) analysis indicate that having a lover level of OCB engagement than the group average induces feelings of indebtedness in employees, and this sense of obligation is stronger in a high level of task dependence context. We further discuss the theoretical and practical implications of this research and suggest areas for future research. [ABSTRACT FROM AUTHOR]