• The Journal of the Korea Contents Association
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• v.16 no.8
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• pp.48-58
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• 2016

The purpose of this study is to identify the effects of perceptions of organizational politics(i.e., POPs) and leader-member exchange(i.e., LMX) on the perceived work performance. Also, this paper investigates the moderating effect of LMX on the relationship between POPs and work performance. Particularly, this study is to expand on prior research by investigating the three-way interaction effect of LMX and self-efficacy. The summary of results based on a sample of 280 employees who were working in various organizations in KOREA is following. First, POPs were not significantly related to perceived work performance. Second, LMX was positively and significantly related to perceived work performance. Third, LMX did not moderate the negative relationship between POPs and perceived work performance. Finally, our results showed that for individuals with a high level of self-efficacy, LMX moderates the negative relationship between POPs and perceived work performance. That is, for individuals with a high level of self-efficacy, POPs were positively related to work performance under high LMX(in-group), but were negatively related to work performance under low LMX(out-group). Theoretical and practical implications of our findings as well as directions for future research are provided.

• Knowledge Management Research
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• v.15 no.4
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• pp.35-56
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• 2014

This study examined the effect of perceived risk, an under-explored area in the knowledge sharing literature. We proposed that employee perceptions of risk relate positively with their knowledge sharing behaviors (donating and collecting), and examined the mediating role of impression management strategies in the hypothesized relationships. We also explored the moderating effect of leader-member exchange (LMX) in the relationship between perceived risk and impression management strategies. Valid and reliable self-report and supervisory evaluation measures were collected from a sample of 251 railroad employees in safety-sensitive positions. The results indicate that perceived risk was not significantly associated with knowledge sharing, but rather the risk perception impacts were indirect through impression management strategies such as exemplification and supplication. The study also found that LMX has no moderating effect on the perceived risk and impression management strategies. In discussing these results, we present significant insights in terms of subjective risk judgment as a potential mechanism which can encourage organizational politics.