Purpose Knowledge is considered as a strategic asset for the organizations, especially for knowledge-intensive firms. Research and development (R&D) is a significant unit in organizations, as it is devoted to knowledge creation and transfer. The success of any R&D project in an organization depends on its innovative value and the transfer of knowledge to the employees. This study aims to focus on factors triggering knowledge-hiding behavior among R&D employees, thus disrupting the knowledge creation in the organization. Design/methodology/approach The grounded theory approach has been used to analyze qualitative data collected from 19 in-depth interviews of R&D professionals (middle and junior level) working in Indian pharmaceutical firms. Findings The study identified factors that triggered knowledge-hiding behavior among employees. These factors include distrust, competitive work environment, perceived career insecurity, lack of recognition, lack of reciprocation and lack of confidence in own knowledge. In addition, four hiding strategies used by employees to hide their knowledge from their fellow members were explored and identified: playing innocent, being misleader/evasive hiding, rationalized hiding and counter-questioning. Research limitations/implications Besides improving the understanding of knowledge-hiding behavior, particularly in the Indian context, this study has implications for both managerial practices and organizational policies. Originality/value This paper highlights the factors influencing knowledge-hiding behavior among R&D employees. Knowledge-hiding construct has not been adequately studied; however, it prevails in the organization and has potential to influence various individual- and organizational-level outcomes. In addition, ways of hiding knowledge used by employees were identified and new forms of strategies named “counter-questioning” were found.

Purpose This paper aims to examine the relationship between perceived investments in employees’ development (PIED) on work engagement and the moderating effects of psychological capital on this relationship for liquid knowledge workers, employed in the Indian cutting and polishing of diamond industry (CPD). Design/methodology/approach A questionnaire composed of established scales was administered to 134 liquid knowledge workers. Having established convergent and discriminant validity using structural equation modelling, the model was further analysed using the Process macro to check for direct and moderating effects. Findings The research findings suggest that the perceived investment in employee development and psychological contract enhancement (relational and transactional) made by CPD units for liquid knowledge workers positively influenced their work engagement level. The study also finds that relational contract (not transactional contract) positively moderates the relationship between perceived investment in employee development and work engagement. Research limitations/implications This is a cross-sectional single source study; future studies could look at longitudinal and multisource perspective. Practical implications The study presents a “star matrix of engagement” that guides the application of the two strategies of perceived employee development and psychological contract enhancement for liquid knowledge workers. This has implications for design and implementation of human resource management practices and policies for employee management. Originality/value The study makes significant contributions to existing literature on antecedents of work engagement of liquid knowledge workers by examining the direct and moderating influences.

Religion and its envisaged structures have both macro- and micro-level implications for business. Of the many stratification schemas prevalent in India, two macro-social stratification schemas are important at the workplace: caste, which has been an age-old, religion-mandated, closed social stratification prevalent in Hinduism that had led to inequality in the society, and trade union, which is a relatively new and optional open workplace stratification that empowers workers and fosters equality. This study tries to decipher whether these two structures influence each other; if yes how and why do they influence each other (the tensions and contradictions that may happen between them), and whether the influence is uniform for all members. We conducted in-depth interviews with 43 trade union members, three trade union leaders of two state-owned organizations in North India. Initially, we found that caste does not have any superficial effect on the relationship between union members. However, a deeper analysis reveals that roots of this social reality reflect in the social and workplace exchanges between union members, and affect their social identity and loyalty. In the discussion we present a model of twin loyalties between union and caste. From the institutional logic perspective, we also delineate the caste and trade union perspective, and show how there is a change in trade union identity because of the influence of caste-based logic. Our findings have implications for industrial democracy, worker representation, and union effectiveness.

No abstract

This article elucidates the relationship between HR systems and ethical climate at workplace with primary focus on the procedure adopted for development of ethical climate, using case study of an Indian power distribution company (Tata Power Delhi Distribution Limited [TPDDL]). The study categorizes TPDDL’s endeavours undertaken into two categories, explicit and implicit initiatives. Explicit ways of promoting ethics include ethics trainings, seminars on ethics, rewards and punishment policy, and mechanism of reporting ethical concerns/issues (ethics portal, whistle blower policy, IVRS, etc.). Implicit ways of creating ethical climate include HR practices, namely selective selection, training for developing interpersonal and technical skills, fair performance appraisal system and various engagement initiatives. The support and guidance of the senior management and line managers ensured successful execution of both initiatives. Results from the study suggest, over the period of time, the untiring efforts of various actors that saw the development of an ethical climate.