How to cite this paper
Hassan, S & Din, B. (2019). The mediating effect of knowledge sharing among intrinsic motivation, high-performance work system and authentic leadership on university faculty members’ creativity.Management Science Letters , 9(6), 887-898.
Refrences
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Ahmad, I., Zafar, M. A., & Shahzad, K. (2015). Authentic leadership style and academia’s creativity in higher ed-ucation institutions: intrinsic motivation and mood as mediators. Transylvanian review of administrative sci-ences, 11(46), 5-19.
Andreeva, T., & Sergeeva, A. (2016). The more the better or is it? The contradictory effects of HR practices on knowledge-sharing motivation and behaviour. Human Resource Management Journal, 26(2), 151–171.
Auger, P., & Woodman, R. W. (2016). Creativity and intrinsic motivation: Exploring a complex relationship. Journal of Applied Behavioral Science, 52(3), 342–366.
Aybas, M., & Acar, A. C. (2017). The effect of human resource management practices on employees’ work engagement and the mediating and moderating role of positive psychological capital. International Review of Management and Marketing, 7(1), 363–372.
Barbuto, J. E., & Gifford, G. T. (2012). Motivation and leader-member exchange: Evidence counter to similarity attraction theory. International Journal of Leadership Studies, 7(1), 18–28.
Barrena-Martínez, J., López-Fernández, M., & Romero-Fernández, P. M. (2017). Socially responsible human resource policies and practices: Academic and professional validation. European Research on Management and Business Economics, 23(1), 55–61.
Bashir, M., Jianqiao, L., Jun, Z., Ghazanfar, F., & Khan, M. M. (2011). The role of demographic factors in the relationship between high-performance work system and job satisfaction: A multidimensional approach. International Journal of Business and Social Science, 2(18), 207–218.
Bernard, C. (2013). Risk sharing and pricing in the reinsurance market. Handbook of Insurance: Second Edition. https://doi.org/10.1007/978-1-4614-0155-1_21
Boal, K. B., & Hooijberg, R. (2000). Strategic leadership research: Moving On. The Leadership Quarterly, 11(4), 515–549.
Bramwell, G., Reilly, R., Lilly, F., Kronish, N., & Chennabathni, R. (2011). Creative teachers. Roeper Review, 33(4), 228–238.
Burgelman, R. A. (1984). Managing the internal corporate venturing process. Sloan Management Review (pre-1986), 25(2), 33.
Carmeli, A., Atwater, L., & Levi, A. (2011). How leadership enhances employees’ knowledge sharing: The intervening roles of relational and organizational identification. The Journal of Technology Transfer, 36(3), 257–274.
Černe, M., Jaklič, M., & Škerlavaj, M. (2013). Authentic leadership, creativity, and innovation: A multilevel perspective. Leadership, 9(1), 63–85.
Chiang, Y. H., & Hsu, C. C. (2012). Perceived high-performance work system and individual creativity performance in work teams. In International Conference on Management of Innovation & Technology (ICMIT) (pp. 532–537). IEEE. https://doi.org/10.1109/ICMIT.2012.6225862
Chiang, Y. H., Hsu, C. C., & Shih, H. A. (2015). Experienced high-performance work system, extroversion personality, and creative performance. Asia Pacific Journal of Management, 32(2), 531–549. https://doi.org/10.1007/s10490-014-9403-y
Cropley, D. H. (2015). Promoting creativity and innovation in engineering education. Psychology of Aesthetics, Creativity and the Arts, 9(2), 161–171.
Crossman, B., & Crossman, J. (2011). Conceptualising followership - a review of the literature. Leadership, 7(4), 481–497.
Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the’l~ole making process. Organizational Behavior and Human Performance, 13, 46–78.
Deci, E. L., & Ryan, R. M. (1953). Intrinsic Motivation and Self-determination in Human Behavior. New York: Springer.
Deluga, R. J. (1998). Leader-member exchange quality and effectiveness ratings: The role of subordinate-supervisor conscientiousness similarity. Group & Organization Management, 23(2), 189–216.
Demerouti, E. (2006). The Human Resources Revolution: why putting people first. In R. J. Burke & C. L. Cooper (Eds.), The human resources revolution: Why putting people first matters (1st ed., pp. 147–169). Amsterdam: Elsevier.
Dhar, R. L. (2016). Ethical leadership and its impact on service innovative behaviour : The role of LMX and job autonomy. Tourism Management, 57, 139–148.
Dumont, J., Shen, J., & Deng, X. (2016). Effects of green HRM practices on employee workplace green behavior: The role of psychological green climate and employee green values. Human Resurce Management, 80(2), 1–15.
Ervin, S. M. (2012). A Comparative Analysis of Work-Life Balance in Intercollegiate Athletic Graduate Assistants and Supervisors. Georgia State University.
Fareed, M., Noor, W. S. W. M., Isa, M. F. M., Shahzad, A., & Laeeq, H. (2016). The role of human capital development and high-performance work system in sustaining the human resource professionals’ effectiveness : A lesson from Pakistan’s telco companies. International Journal of Economic Perspectives, 10(4), 512–525.
Farzaneh Hassanzadeh, J. (2014). Leader-member Exchange and Creative Work Involvement: The Importance of Knowledge Sharing. Iranian Journal of Management Sciences: A Quarterly, 7(2), 391–412.
Ferris, G. R., Arthur, M. M., Berkson, H. M., Kaplan, D. M., Harrell-Cook, G., & Frink, D. D. (1998). Toward a social context theory of the human resource management-organization effectiveness relationship. Human Resource Management Review, 8(3), 235–264.
Fidan, T., & Oztürk, I. (2015). The relationship of the creativity of public and private school teachers to their intrinsic motivation and the school climate for innovation. Procedia - Social and Behavioral Sciences, 195, 905–914.
Fisk, G. M., & Friesen, J. P. (2012). Perceptions of leader emotion regulation and LMX as predictors of followers’ job satisfaction and organizational citizenship behaviors. The Leadership Quarterly, 23(1), 1–12.
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Graen, G. B., & Uhl-bien, M. (1995). Relationship-based approach to leadership: Development of Leader-Member Exchange ( LMX ) Theory of leadership over 25 Years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219–247.
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Hair, J. F. J., Hult, G. T. M., Ringle, C., & Sarstedt, M. (2014). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). Long Range Planning (1st ed., Vol. 46). Los Angeles: SAGE Publications Ltd.
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Hassan, A., & Hashim, J. (2011). Role of organizational justice in determining work outcomes of national and expatriate academic staff in Malaysia. International Journal of Commerce and Management, 21(1), 82–93.
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He, C., Gu, J., & Liu, H. (2017). How do department high-performance work systems affect creative performance? A cross-level approach. Asia Pacific Journal of Human Resources, 1–25.
Heffernan, M. (2012). Employee Reactions to High-Performance Work Systems in the Service Sector: Assessing the Role of Organisational Justice Theory. National University of Ireland.
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Lu, L., Leung, K., & Koch, P. T. (2006). Managerial knowledge sharing: The role of individual, interpersonal and organizational factors. Management and Organization Review, 2(1), 15–41.
Ma, Z., Long, L., Zhang, Y., Zhang, J., & Lam, C. K. (2017). Why do high-performance human resource practices matter for team creativity? The mediating role of collective efficacy and knowledge sharing. Asia Pacific Journal of Management, 34(3), 565–586.
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Aybas, M., & Acar, A. C. (2017). The effect of human resource management practices on employees’ work engagement and the mediating and moderating role of positive psychological capital. International Review of Management and Marketing, 7(1), 363–372.
Barbuto, J. E., & Gifford, G. T. (2012). Motivation and leader-member exchange: Evidence counter to similarity attraction theory. International Journal of Leadership Studies, 7(1), 18–28.
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Bernard, C. (2013). Risk sharing and pricing in the reinsurance market. Handbook of Insurance: Second Edition. https://doi.org/10.1007/978-1-4614-0155-1_21
Boal, K. B., & Hooijberg, R. (2000). Strategic leadership research: Moving On. The Leadership Quarterly, 11(4), 515–549.
Bramwell, G., Reilly, R., Lilly, F., Kronish, N., & Chennabathni, R. (2011). Creative teachers. Roeper Review, 33(4), 228–238.
Burgelman, R. A. (1984). Managing the internal corporate venturing process. Sloan Management Review (pre-1986), 25(2), 33.
Carmeli, A., Atwater, L., & Levi, A. (2011). How leadership enhances employees’ knowledge sharing: The intervening roles of relational and organizational identification. The Journal of Technology Transfer, 36(3), 257–274.
Černe, M., Jaklič, M., & Škerlavaj, M. (2013). Authentic leadership, creativity, and innovation: A multilevel perspective. Leadership, 9(1), 63–85.
Chiang, Y. H., & Hsu, C. C. (2012). Perceived high-performance work system and individual creativity performance in work teams. In International Conference on Management of Innovation & Technology (ICMIT) (pp. 532–537). IEEE. https://doi.org/10.1109/ICMIT.2012.6225862
Chiang, Y. H., Hsu, C. C., & Shih, H. A. (2015). Experienced high-performance work system, extroversion personality, and creative performance. Asia Pacific Journal of Management, 32(2), 531–549. https://doi.org/10.1007/s10490-014-9403-y
Cropley, D. H. (2015). Promoting creativity and innovation in engineering education. Psychology of Aesthetics, Creativity and the Arts, 9(2), 161–171.
Crossman, B., & Crossman, J. (2011). Conceptualising followership - a review of the literature. Leadership, 7(4), 481–497.
Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the’l~ole making process. Organizational Behavior and Human Performance, 13, 46–78.
Deci, E. L., & Ryan, R. M. (1953). Intrinsic Motivation and Self-determination in Human Behavior. New York: Springer.
Deluga, R. J. (1998). Leader-member exchange quality and effectiveness ratings: The role of subordinate-supervisor conscientiousness similarity. Group & Organization Management, 23(2), 189–216.
Demerouti, E. (2006). The Human Resources Revolution: why putting people first. In R. J. Burke & C. L. Cooper (Eds.), The human resources revolution: Why putting people first matters (1st ed., pp. 147–169). Amsterdam: Elsevier.
Dhar, R. L. (2016). Ethical leadership and its impact on service innovative behaviour : The role of LMX and job autonomy. Tourism Management, 57, 139–148.
Dumont, J., Shen, J., & Deng, X. (2016). Effects of green HRM practices on employee workplace green behavior: The role of psychological green climate and employee green values. Human Resurce Management, 80(2), 1–15.
Ervin, S. M. (2012). A Comparative Analysis of Work-Life Balance in Intercollegiate Athletic Graduate Assistants and Supervisors. Georgia State University.
Fareed, M., Noor, W. S. W. M., Isa, M. F. M., Shahzad, A., & Laeeq, H. (2016). The role of human capital development and high-performance work system in sustaining the human resource professionals’ effectiveness : A lesson from Pakistan’s telco companies. International Journal of Economic Perspectives, 10(4), 512–525.
Farzaneh Hassanzadeh, J. (2014). Leader-member Exchange and Creative Work Involvement: The Importance of Knowledge Sharing. Iranian Journal of Management Sciences: A Quarterly, 7(2), 391–412.
Ferris, G. R., Arthur, M. M., Berkson, H. M., Kaplan, D. M., Harrell-Cook, G., & Frink, D. D. (1998). Toward a social context theory of the human resource management-organization effectiveness relationship. Human Resource Management Review, 8(3), 235–264.
Fidan, T., & Oztürk, I. (2015). The relationship of the creativity of public and private school teachers to their intrinsic motivation and the school climate for innovation. Procedia - Social and Behavioral Sciences, 195, 905–914.
Fisk, G. M., & Friesen, J. P. (2012). Perceptions of leader emotion regulation and LMX as predictors of followers’ job satisfaction and organizational citizenship behaviors. The Leadership Quarterly, 23(1), 1–12.
Freud, S. (1915). Instincts and their Vicissitudes (Vol 4). London: Hogarth.
Graen, G. B., & Uhl-bien, M. (1995). Relationship-based approach to leadership: Development of Leader-Member Exchange ( LMX ) Theory of leadership over 25 Years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219–247.
Grant Thornton Consulting. (2016). Public Expenditure Tracking Survey (PETS). Islamabad.
Gürbüz, S. (2009). The effect of high-performance HR practices on employees’ job satisfaction. Istanbul University Journal of the School of Business Administration, 38(2), 110–123.
Hair, J. F. J., Hult, G. T. M., Ringle, C., & Sarstedt, M. (2014). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). Long Range Planning (1st ed., Vol. 46). Los Angeles: SAGE Publications Ltd.
Hair, J. F., Matthews, L. M., Matthews, R. L., & Sarstedt, M. (2017). PLS-SEM or CB-SEM : updated guidelines on which method to use. International Journal Multivariate Data Analysis, 1(2), 107–123.
Häkkinen, P., Järvelä, S., Mäkitalo-Siegl, K., Ahonen, A., Näykki, P., & Valtonen, T. (2017). Preparing teacher-students for twenty-first-century learning practices (PREP 21): a framework for enhancing collaborative problem-solving and strategic learning skills. Teachers and Teaching: Theory and Practice, 23(1), 25–41.
Halai, N. (2013). Quality of private universities in Pakistan An analysis of higher education commission rankings 2012. International Journal of Educational Management, 27(7), 775–786.
Hassan, A., & Hashim, J. (2011). Role of organizational justice in determining work outcomes of national and expatriate academic staff in Malaysia. International Journal of Commerce and Management, 21(1), 82–93.
Hattie, J. (2003). Teachers Make a Difference, What is the research evidence ? In the Australian Council for Educational Research (pp. 1–17). Melbourne, Australia: ACEReSearch.
He, C., Gu, J., & Liu, H. (2017). How do department high-performance work systems affect creative performance? A cross-level approach. Asia Pacific Journal of Human Resources, 1–25.
Heffernan, M. (2012). Employee Reactions to High-Performance Work Systems in the Service Sector: Assessing the Role of Organisational Justice Theory. National University of Ireland.
Heffernan, M., Harney, B., Cafferkey, K., & Dundon, T. (2016). Exploring the HRM-performance relationship: the role of creativity climate and strategy. Journal of Service Management, 38(3), 438–462.
Higher Education Commission. (2017). Full-Time Faculty of Pakistani Universities/DAIS and Constituent Colleges. Retrieved July 7, 2017, from http://hec.gov.pk/english/universities/Pages/AJK/Full-time-Faculty.aspx
Hull, C. L. (1943). Principles of Behavior: An Introduction to Behavior Theory. New York: Appleton Century Crofts.
Iacobucci, D., Saldanha, N., & Deng, X. (2007). A meditation on mediation: Evidence that structural equations models perform better than regressions. Journal of Consumer Psychology, 17(2), 139–153.
International Labour Organization. (2016). World employment social outlook. Geneva.
Kampylis, P., Berki, E., & Saariluoma, P. (2009). In-service and prospective teachers’ conceptions of creativity. Thinking Skills and Creativity, 4, 15–29.
Kanter, R. M. (1984). Change Masters (1st ed.). New York: Simon and Schuster.
Kereluik, K., Mishra, P., Fahnoe, C., & Terry, L. (2017). What Knowledge is of Most Worth? Journal of Digital Learning in Teacher Education ISSN: 29(4), 127–140.
Krejcie, R. V., & Morgan, D. W. (1970). Determining Sample Size for Research Activities. Educational and Psychological Measurement, 30(3), 607–610. https://doi.org/10.1177/001316447003000308
Lee, J. N. (2001). The impact of knowledge sharing, organizational capability and partnership quality on IS outsourcing success. Information and Management, 38(5), 323–335. https://doi.org/10.1016/S0378-7206(00)00074-4
Lin, H.-F. (2007). Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions. Journal of Information Science, 33(2), 135–149.
Lu, L., Leung, K., & Koch, P. T. (2006). Managerial knowledge sharing: The role of individual, interpersonal and organizational factors. Management and Organization Review, 2(1), 15–41.
Ma, Z., Long, L., Zhang, Y., Zhang, J., & Lam, C. K. (2017). Why do high-performance human resource practices matter for team creativity? The mediating role of collective efficacy and knowledge sharing. Asia Pacific Journal of Management, 34(3), 565–586.
Malik, M. A. R., Butt, A. N., & Choi, J. N. (2015). Rewards and employee creative performance : Moderating effects of creative self-efficacy, reward importance, and locus of control. Journal of Organizational Behavior, 36, 59–74. https://doi.org/10.1002/job
Malik, N., & Dhar, R. L. (2017). Authentic leadership and its impact on the extra role behaviour of nurses: the mediating role of psychological capital and the moderating role of autonomy. Personnel Review, 46(2).
Malik, N., Dhar, R. L., & Handa, S. C. (2016). Authentic leadership and its impact on creativity of nursing staff: A cross-sectional questionnaire survey of Indian nurses and their supervisors. International Journal of Nursing Studies, 63(March), 28–36. https://doi.org/10.1016/j.ijnurstu.2016.08.004
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