The Effects of Workplace Well-Being on Individual’s Knowledge Creation Outcomes: A Study Research Among Hotel Employees

  • Maria KoutivaEmail author
  • Dimitrios Belias
  • Ilias Flampouras Nietos
  • Athanasios Koustelios
Conference paper
Part of the Springer Proceedings in Business and Economics book series (SPBE)


The purpose of the present study was to reveal, when employees enjoy well-being at their workplace their will have higher knowledge creation outcomes. The study took place at the individual level. The sample of the study consisted of 185 employees from 31 units of 12 different hotels in Greece. A valid scale measuring workplace well-being was used along with a scale that was developed for this study in order to measure knowledge creation outcomes. Results indicate that employees who enjoy workplace well-being they will actually develop higher knowledge creation outcomes, with p = 0.001. This should be considered by hotel managers, when designing and implementing human resources practices as those who will boost workplace well-being will result to greater knowledge creation outcomes. Future research could be conducted by adding more variables to the equation the various aspects of well-being in order to see how health, social and happiness well-being of the employees affect the knowledge creation outcomes of the employees.


Knowledge creation outcomes Workplace well-being HRM Hotels Tourism 


  1. 1.
    Porter ME (1985) Competitive advantage: creating and sustaining superior performance. Free Press, New YorkGoogle Scholar
  2. 2.
    Peteraf MA (1993) Intra-industry structure and the response toward rivals. Manage Decis Econ 14:519–528. CrossRefGoogle Scholar
  3. 3.
    Turner K, Makhija M (2006) The role of organizational controls in managing knowledge. Acad Manage Rev 31:197–217. CrossRefGoogle Scholar
  4. 4.
    Nonaka I (1994) A dynamic theory of organizational knowledge creation. Organ Sci 5:14–37. CrossRefGoogle Scholar
  5. 5.
    Nonaka I, Takeuchi H (1995) The knowledge-creating company: how Japanese companies create the dynamics of innovation. Oxford University Press, New YorkGoogle Scholar
  6. 6.
    Von Krogh G, Ichijo K, Nonaka IO (2000) Enabling knowledge creation: how to unlock the mystery of tacit knowledge and release the power of innovation. Oxford University Press, OxfordCrossRefGoogle Scholar
  7. 7.
    Nonaka I, Von Krogh G, Voelpel S (2006) Organizational knowledge creation theory: evolutionary paths and future advances. Organ Stud 27:1179–1208. CrossRefGoogle Scholar
  8. 8.
    Moreno-Luzon M, Lloria MB (2008) The role of non-structural and information mechanisms of integration and coordination as forces in knowledge creation. Br J Manage 19:250–276. CrossRefGoogle Scholar
  9. 9.
    Nonaka I, Toyama R (2007) Strategic management as distributed practical wisdom (phronesis). Ind Corp Chang 16:371–394. CrossRefGoogle Scholar
  10. 10.
    Rosendaal B (2009) Sharing knowledge, being different and working as a team. Knowl Manage Res Pract 7:4–14. CrossRefGoogle Scholar
  11. 11.
    Warr P (1987) Work, unemployment, and mental health. Clarendon, OxfordGoogle Scholar
  12. 12.
    Harter JK, Schmidt FL, Keyes CL (2003) Well-being in the workplace and its relationship to business outcomes: a review of the Gallup studies. In: Keyes CL, Haidt J (eds) Flourishing: the positive person and the good life. American Psychological Association, Washington, DC, pp 205–224Google Scholar
  13. 13.
    Chisholm RM (1963) The logic of knowing. J Philos 60:773–795. CrossRefGoogle Scholar
  14. 14.
    Hilpinen R (1970) Knowing that one knows and the classical definition of knowledge. Synthese 21:109–132CrossRefGoogle Scholar
  15. 15.
    Huber GP (1991) Organizational learning: the contributing processes and the literatures. Organ Sci 9:88–115. CrossRefGoogle Scholar
  16. 16.
    Smith KG, Collins CJ, Clark KD (2005) Existing knowledge, knowledge creating capability, and rate of new product introduction in high-technology firms. Acad Manage J 48:346–357. CrossRefGoogle Scholar
  17. 17.
    Torrance EP (1974) Norms technical manual: Torrance tests of creative thinking. Ginn, LexingtonGoogle Scholar
  18. 18.
    Nonaka I, Toyama R, Konno N (2000) SECI, Ba and leadership, a unified model of dynamic knowledge creation. Long Range Plan 33:1–31. CrossRefGoogle Scholar
  19. 19.
    Argote L, McEvily B, Reagans R (2003) Managing knowledge in organizations: an integrative framework and review of emerging themes. Manage Sci 49:571–582. CrossRefGoogle Scholar
  20. 20.
    Diener E, Suh E, Lucas R, Smith H (1999) Subjective well-being: three decades of progress. Psychol Bull 125:276–302. CrossRefGoogle Scholar
  21. 21.
    Danna K, Griffin RW (1999) Health and well-being in the workplace: a review and synthesis of the literature. J Manage 25:357–384. CrossRefGoogle Scholar
  22. 22.
    Kumar R, Pio F, Brewer J, Frampton C, Nicholls M (2019) Workplace wellbeing in an urban emergency department in Aotearoa New Zealand. Emerg Med Australas 31:619–625CrossRefGoogle Scholar
  23. 23.
    van de Voorde K (2010) HRM, employee well-being and organizational performance: a balanced perspective. Ridderprint Offsetdrukkerij B.V, TilburgGoogle Scholar
  24. 24.
    Abrams LC, Cross RL, Levin DZ (2003) Nurturing interpersonal trust in knowledge sharing networks. Acad Manage Exec 17:64–77. CrossRefGoogle Scholar
  25. 25.
    Polanyi M (1975) Personal knowledge. In: Polanyi M, Prosch H (eds) Meaning. University of Chicago Press, Chicago, pp 22–45Google Scholar
  26. 26.
    Paauwe J, Richardson R (1997) Introduction special issue on HRM and performance. Int J Hum Resour Manage 8:257–262. CrossRefGoogle Scholar
  27. 27.
    Doyle W, Young JD (2003) Small business owners: barriers to and facilitators of their workplace learning. In: Proceedings of the Canadian Council of small business and entrepreneurship, November 6–8, VictoriaGoogle Scholar
  28. 28.
    Hara N (2001) Formal and informal learning: incorporating communities of practice into professional development. Annual Meeting of the American Educational Research Association, April 10–14, SeattleGoogle Scholar
  29. 29.
    Bardasi E, Francesconi M (2004) The impact of atypical employment on individual wellbeing: evidence from a panel of British workers. Soc Sci Med 58:1671–1688. CrossRefGoogle Scholar
  30. 30.
    Carrillo JE, Gaimon C (2000) Improving manufacturing performance through process change and knowledge creation. Manage Sci 46:265–288. CrossRefGoogle Scholar
  31. 31.
    Appelbaum E, Bailey T, Berg P, Kalleberg A (2000) Manufacturing advantage: why high performance work systems pay off. Cornell University Press, New YorkGoogle Scholar
  32. 32.
    Boxall P, Purcell P (2008) Strategy and human resource management, 2nd edn. Palgrave Macmillan, BasingstokeGoogle Scholar
  33. 33.
    Nishii L, Wright P (2008) Variability within organizations: implications for strategic human resource management. In: Smith DB (ed) The people make the place: dynamic linkages between individuals and organizations. Taylor and Francis Group, New YorkGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  • Maria Koutiva
    • 1
    Email author
  • Dimitrios Belias
    • 1
  • Ilias Flampouras Nietos
    • 2
  • Athanasios Koustelios
    • 1
  1. 1.University of ThessalyVolosGreece
  2. 2.1st Primary School of Zakynthos/KarampinioZakynthosGreece

Personalised recommendations