Jurnal Manajemen Teori dan Terapan| Journal of Theoretical and Applied Management

Front & Back Matter

JTAM — 2025-08-29

Front & Back Matter

Trust Me Not: How Ostracism and Job Tension Drive Employees to Hide What They Know

Halizah Azzahroh Nur Syifa — 2025-08-29

Objective: This study aims to investigate the indirect relationship between interpersonal distrust and knowledge hiding behaviors through two mediating mechanisms, namely workplace ostracism and job tension. By combining social identity, social exchange, and conservation of resources theory, this study addresses the debate on how interpersonal relationships influence defensive knowledge behaviors in high-pressure organizational settings.

Design/Methods/Approach: Data were collected through an online survey from 302 employees working in the FMCG manufacturing sector in Indonesia between January and April 2025. The study employed structural equation modeling–Partial Least Squares (SEM-PLS) and Importance–Performance Matrix Analysis (IPMA) to test the hypothesized relationships.

Findings: The findings reveal that interpersonal distrust significantly predicts workplace ostracism, which in turn leads to increased job tension. Both workplace ostracism and job tension mediate the effects of distrust on three dimensions of knowledge hiding: playing dumb, evasive hiding, and rationalized hiding. IPMA further highlights workplace ostracism as a critical target for managerial intervention.

Originality/Value: This study contributes to the literature by uncovering the psychological and relational pathways through which interpersonal distrust translates into knowledge hiding. It emphasizes the importance of fostering trust and inclusion in the workplace.

Practical/Policy implication: IPMA results indicate that workplace ostracism has high importance but relatively low performance in influencing knowledge hiding, suggesting it should be prioritized in managerial interventions. Organizations should build trust-based cultures and reduce exclusionary behaviors to promote knowledge sharing.

Internal Social Media and Turnover Intention in Indonesia: The Moderation Role of Toxic Leadership

Mone Stepanus Andrias — 2025-09-07

Objective: This study aims to investigate the potential moderating effects of toxic leadership on employee turnover intention. The study also investigates the impact of internal social media usage on employee engagement.

Design/Methods/Approach: The data for this study consisted of 305 employees, whose information was obtained through online questionnaires. The collected data was then analyzed employing the Structural Equation Model (SEM) using Lisrel 8.8 software.

Findings: The findings of this study provide evidence that toxic leadership acts as a moderator in the relationship between internal social media usage and turnover intention. Also, employee engagement acts as a mediator in the relationship between internal social media usage and toxic leadership to turnover intention.

Originality/Value: This study builds on previous research on social exchange theory by exploring the connections between internal social media usage and employee engagement, while uniquely examining the moderating role of toxic leadership, an aspect not fully addressed in prior studies.

Practical/Policy implication: Companies should leverage internal social media usage to boost employee engagement, which can significantly reduce turnover intention. By fostering better communication and collaboration, ISMU can lead to a more connected, satisfied, and committed workforce.

Organizational Cynicism and Deviance Work Behaviour in the Banking Sector: Investigating the Role of Work-Life Balance and Perceived Organizational Support as Mediators

Ademola Samuel Sajuyigbe — 2025-09-08

Objective: This study explores the mediating roles of work-life balance (WLB) and perceived organizational support (POS) in the relationship between organizational cynicism (OC) and deviant work behaviours (DWB) in Nigerian banks. It extends the application of Organizational Justice Theory and Leader-Member Exchange (LMX) Theory to the banking sector, highlighting their relevance in understanding employee behaviour within high-pressure organizational settings.

Design/Methods/Approach: The data were collected through a survey questionnaire administered to 120 bank employees. Data analysis was conducted using Path Analysis Structural Equation Modelling (PA-SEM).

Findings: The study indicates that organizational cynicism significantly contributes to deviant workplace behaviours, driven by factors such as poor leadership, lack of transparency, unrealistic targets, and job insecurity. However, both work-life balance and perceived organizational support were found to have a negative and significant impact on workplace deviance, indicating that better work-life balance and higher organizational support are associated with reduced employee misconduct. Moreover, mediation analysis confirms that WLB and POS partially mediate the OC-DWB relationship, suggesting that reducing cynicism alone is insufficient; organizations must also enhance employee well-being and foster a supportive work culture.

Originality/Value: The study advances theoretical knowledge by demonstrating the partial mediating mechanisms through which organizational cynicism translates into deviance, and highlights the significance of social exchange dynamics and perceptions of fairness in shaping employee behaviour.

Practical/Policy implication: The findings underscore the need for banking institutions and policymakers to go beyond surface-level interventions aimed at reducing cynicism. To effectively curb deviant workplace behaviours, organizations should implement comprehensive strategies that promote work-life integration, enhance organizational support systems, and cultivate ethical and transparent leadership.

Empowering Innovation: The Role of Digital Leadership in Shaping Gen Z and Gen Y Performance with Creativity as a Moderator

Harris Prasetya Rahmandika — 2025-09-08

Objective: This study develops a quantitative model that integrates digital leadership, innovative work behavior, and employee performance, while also examining the moderating effect of creativity from the perspective of Upper Echelons Theory.

Design/Methods/Approach: This study employs PLS-SEM to examine the relationships among variables, using data collected from full-time Gen Z and Gen Y employees across various industries.

Findings: The study shows that digital leadership positively and significantly influences innovative work behavior, which also exerts a positive and significant effect on employee performance. In addition, digital leadership directly enhances employee performance. The results further indicate that innovative work behavior partially mediates the effect of digital leadership on employee performance. Finally, the moderating analysis suggests that high levels of employee creativity weaken the relationship between digital leadership and employee performance.

Originality/Value: This study contributes to existing literature on the field of leadership in the perspective of Upper Echelons Theory, especially that focus on the field of digital leadership.

Practical/Policy implication: Theoretical aspects of the study advance our understanding of digital leadership and its mechanisms. For practice, the results provide actionable guidance for top management, particularly in organizations that employ Gen Z and Gen Y workers.

How Transformational Leadership, Corporate Culture, and Intrinsic Motivation Shape Hospitality Employee Performance?

Mohamad Yusak Anshori — 2025-09-08

Objective: Guided by Self-Determination Theory (SDT), this study investigates the effects of transformational leadership, corporate culture, and company values on intrinsic motivation and employee performance in the hospitality industry.

Design/Methods/Approach: Data were collected from 277 hotel employees across multiple departments using structured surveys. Partial Least Squares Structural Equation Modeling (PLS-SEM) was employed to assess both direct and indirect effects among the variables.

Findings: The results demonstrate that transformational leadership, corporate culture, and company values have a significant influence on intrinsic motivation, which in turn enhances employee performance. Intrinsic motivation acts as a key mediating mechanism linking organizational factors to performance outcomes. A strong organizational culture and value congruence emerge as critical drivers of employee motivation and effectiveness in the hospitality context.

Originality/Value: This study contributes to the organizational behavior and human resource management literature by integrating multiple theoretical perspectives (SDT, Person–Organization Fit, and Full-Range Leadership Theory) into a unified model. The application of PLS-SEM provides robust insights into the psychological mechanisms that shape performance, particularly within service-intensive environments such as the hospitality sector.

Practical/Policy implication: The study offers actionable insights for hospitality managers, including the design of leadership development programs, embedding organizational values into operational routines, and fostering cultures that meet employees' psychological needs. These interventions are essential for sustaining engagement and performance in dynamic service settings.