This study examines how maximum emotional intelligence (EI) members can contribute to the emergence of team-level organizational citizenship behaviors (OCB). Based on integrating a strategic core role and multilevel theory, we developed and tested a model in which the maximum EI score in teams results in intrateam trust and consequently impacts team OCB and examined whether the indirect effect of maximum EI on team OCB through intrateam trust would be moderated by EI diversity and trust divergence in teams. The results from 129 project teams showed that the relationship of maximum EI with team OCB is mediated by intrateam trust and this relationship is stronger for lower levels of EI diversity and trust divergence than for higher levels of diversity and divergence. The findings advance our understanding of the role of EI in team settings. Our research has important implications for organizations attempting to develop the applied value of EI.

Despite the well-documented contributions of intrapreneurial behavior to organizational performance, the manifestations of the psychosocial factors at play remain poorly understood. Drawing on the theory of planned behavior, social exchange theory, and social cognitive theory, we propose that perceptions of organizational support would contribute to employees' intrapreneurial intentions and behaviors, but only insofar as employees feel confident about their intrapreneurial skills. The data were collected from 179 employees of a Canadian small and medium enterprise (SME) specializing in damage insurance. The regression analysis results indicate that the indirect effect of perceived organizational support on intrapreneurial behavior through intrapreneurial intention is moderated by intrapreneurial self-efficacy. These findings reveal that intrapreneurial self-efficacy is a boundary motivational condition for perceived organizational support to act on the intrapreneurial process so that intention can translate into behavior. The paper provides useful avenues for managers seeking to identify contextual and motivational levers to develop, sustain, and improve employee intrapreneurship.

The purpose of this paper is to explore factors that have an impact on information technology (IT) specialists' concealment of knowledge from their supervisors. A survey questionnaire was used to collect data from 118 IT specialists from a large Polish software company. The data analyses were conducted using partial least-squares path modelling. The results revealed that perceived work overload (PWO) is positively related to perceived job insecurity (PJI), and that PJI is positively related to vertical knowledge withholding (VKW). Contrary to expectations, no significant relation was found between PWO and VKW. Moreover, there is a negative relationship between supervisor support (SS) and VKW. This study introduces the concept of VKW and places it in the context of the relationship between subordinates and superiors. Managers can use the results to limit knowledge withholding among IT specialists. To confirm achieved results, future research can use larger samples and be conducted in different sectors.