PurposeContemporary organizations report a sharp increase in the incidences of workplace incivility. The purpose of this paper is to capture the impact of workplace incivility on the victimized employee's knowledge-hiding behaviours. The paper proposes that the victim will hide knowledge by playing dumb, evasive hiding and rationalized hiding behaviour.Design/methodology/approachThe paper first focusses on a review of literature on workplace incivility and summarizes the findings through a conceptual review model. Subsequently, the paper puts forth a conceptual model depicting the relationship of incivility with knowledge hiding.FindingsDrawing from the affective events theory, the paper demonstrates that incivility will arouse negative emotions in the victim, enticing the individual to respond by engaging in knowledge hiding. It establishes knowledge hiding to be more than just a consequence of reciprocal exchange relationships. The authors also propose this positive relationship to vary with gender.Originality/valueThe paper draws attention towards the counterproductive knowledge behaviours that can be stirred as a result of negative emotional experiences. It explores the employee’s response to an active form of workplace mistreatment, workplace incivility. It advocates the need to check uncivil and disrespectful behaviours in the organization so as to build a healthy work environment.

Purpose The literature on destructive leadership has largely ignored the perspective of the subordinate, especially in terms of conflict coping mechanisms. This study aims to integrate research on destructive leadership and subordinates’ voice behaviour as a conflict coping mechanism. Drawing on the social exchange, conservation of resources and social identity theories, it argues that destructive leadership negatively affects employees’ voice behaviour and that this relationship is moderated by subordinate personality and organization climate. Design/methodology/approach The proposed model was tested on a sample of 275 professionals working in the banking and insurance sector in India using a temporal research design with data collected in two phases six months apart. Partial least squares structural equation modelling was used for data analysis. Findings The results support the main effect relationship between destructive leadership and subordinates’ voice behaviour and the moderation of subordinates’ personality and organizational climate. Temporal analysis indicates that the nature of some relationships changed across the two time periods. Practical implications A greater understanding of destructive leader behaviour and resultant coping strategies of subordinates is likely to provide insights for managers facing such situations. The findings of this study will inform the creation of redressal and voice mechanisms in organizations. Originality/value This is among the first studies to examine the impact of negative forms of leadership on subordinates’ conflict coping mechanisms using a temporal lag design across two time periods.

Purpose This study aims to summarize the extant literature investigating the impact of leadership styles on the knowledge-sharing behavior of followers in the organizational context. Design/methodology/approach A thorough review of the literature was conducted. Empirical, as well as conceptual, studies examining the relationship between leadership styles and follower knowledge-sharing behavior were reviewed. Findings Based on the findings of the studies reviewed, a theoretical framework is presented. The framework lists various leadership styles that have been found to significantly affect desirable individual- and team-level outcomes through a host of underlying mechanisms and subsequent knowledge sharing by the subordinates. Practical implications The theoretical framework proposed in this study holds direct relevance for practicing managers. It provides a range of leadership styles that managers may choose from and practice to successfully elicit knowledge sharing among their subordinates. Originality/value Considering the vast array of studies exploring the role of leadership in predicting followers’ knowledge-sharing behavior, the present study contributes by summarizing the scattered literature on the same. The framework is of immediate value to executives and saves hours of reading time by presenting the most relevant information in a condensed and easy-to-digest format.

Purpose Social media (SM) is amongst the latest techniques employed by organizations in their knowledge management endeavors. The paper provides a brief overview of how SM platforms are utilized for the creation, dissemination, and retention of knowledge. The various stages of knowledge management as supported by social media, is mapped through a framework. Design/methodology/approach A list of research articles on “social media and knowledge management” have been read and reviewed. The insights are summarized and a framework is proposed. Findings The framework demonstrates how SM tools aid in the creation of new knowledge, knowledge exchange and storage of the knowledge footprint. They help to generate varied forms of knowledge from different stakeholders. The freely available information acts as a knowledge source for the third party. The virtual nature of digital platforms motivates employees to share knowledge more openly, leaving a digital trace that can be accessed anytime, thereby building on to the knowledge base. Originality/value The article highlights how SM can be essential in the knowledge management processes in the organization. It showcases the prominence of everyday organizational interactions and experiences which together build a knowledge-rich culture.

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