CANGIALOSI, Nicola; ODOARDI, Carlo; DEPREZ, Guillaume

doi:10.1108/ict-09-2023-0071

CANGIALOSI, Nicola
Università degli Studi di Milano = University of Milan [UNIMI]

ODOARDI, Carlo
Università degli Studi di Firenze = University of Florence = Université de Florence [UniFI]

DEPREZ, Guillaume

Laboratoire de psychologie [LabPsy]

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Article de revue

Ce document a été publié dans

Industrial and Commercial Training. 2024-06-04, vol. 56, n° 3, p. 166-180

Résumé en anglais

Purpose This study aims to investigate the mediating role of challenging tasks, organizational identification and technological training seeking behavior in the relationship between information sharing as a human resource practice and employees’ feelings of competency at work. Design/methodology/approach Structural equation modeling was used to analyze data collected from a three-wave online survey conducted in an Italian aerospace manufacturing company (n = 294). Findings The results reveal an indirect path between information sharing and feelings of competence, mediated by organizational identification and training seeking behavior. However, no total indirect path was observed between feelings of competency and information sharing through challenging tasks and training seeking. Originality/value This research contributes to the understanding of the impact of information sharing on individuals’ feelings of competency in the context of organizational change, particularly through the introduction of the concept of proactive training seeking as a novel dimension of proactive behavior.< Réduire

Mots clés en anglais

Information sharing

Challenging Tasks

Organizational identification

Feeling of competency at work

Proactive training seeking

URI

https://oskar-bordeaux.fr/handle/20.500.12278/200423

DOI

http://dx.doi.org/10.1108/ict-09-2023-0071

Unités de recherche

Laboratoire de psychologie (LabPsy) - UR 4139

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Information sharing and feeling of competency at work: a proactive training seeking perspective

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Résumé en anglais

Mots clés en anglais

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