Employee Psychological Resources as a Microfoundation for Organizational Knowledge Creation Across Cultures: A Yin–Yang Dialectical Systems View
基于阴阳辩证系统观，研究了员工心理资本（希望、乐观、自我效能、韧性）对跨文化组织知识创造能力的影响，以及社会资本增强型人力资源配置的调节作用，发现前三者与知识创造呈倒U型关系，韧性则正向相关。
In the new normal, characterized by intensifying digitalization and cross-cultural conflicts, organizational knowledge creation (KC) for the purpose of innovation necessitates better orchestration of stakeholders with culturally distinct beliefs and polychronic working patterns. This implies an imperative to address organizational KC from a microangle that can help decipher profound cultural codes in human mental programming. Thus, this research departs from a Yin–Yang dialectical system view that can interpret cross-cultural cognitive paradoxes and uses a microfoundational approach to explore how employees’ psychological capital (PsyCap) affects the KC capability and moderating effects of social capital-enhancing HR configuration on the above mechanisms. Using cross-border e-business models as the setting, the results of this article show an inverse U-shaped relationship between hope/optimism/self-efficacy and KC and a positive association between resilience and KC. Moreover, we found that social capital-enhancing HR configuration may intervene in these relationships. Our study adopts a Yin–Yang dialectical system framework to theoretically decode how different components of PsyCap act as a microfoundation to co-engineer KC processes with culturally diverse stakeholders, enriching the positive psychology and knowledge management literature. The results offer implications for orchestrating the intertwining streams of polychronic KC among multinationals in turbulent times.