Can knowledge hiding promote creativity among IT professionals

Zakariya, Ramsha; Bashir, Sajid

doi:10.1108/vjikms-02-2020-0031

Cited by 16 publications

(16 citation statements)

References 73 publications

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“…This finding is consistent with the literature [51,[60][61][62]. Similarly, our findings substantiate employees' knowledge hiding behavior as a result of being frustrated, which verifies previous studies [63][64][65].…”

Section: Discussionsupporting

confidence: 93%

Towards Explaining Knowledge Hiding through Relationship Conflict, Frustration, and Irritability: The Case of Public Sector Teaching Hospitals

et al. 2021

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Organizations grow and excel with knowledge sharing; on the other hand, knowledge hiding is a negative behavior that impedes innovation, growth, problem solving, and timely correct decision making in organizations. It becomes more critical in the case of teaching hospitals, where, besides patient care, medical students are taught and trained. We assume that negative emotions lead employees to hide explicit knowledge, and in the same vein, this study has attempted to explain the hiding of explicit knowledge in the presence of relational conflicts, frustration, and irritability. We collected data from 290 employees of a public sector healthcare organization on adopted scales to test conjectured relationships among selected variables. Statistical treatments were applied to determine the quality of the data and inferential statistics were used to test hypotheses. The findings reveal that relationship conflicts positively affect knowledge hiding, and frustration partially mediates the relationship between relationship conflicts and knowledge hiding. Irritability moderates the relationship between relationship conflicts and frustration. The findings have both theoretical and empirical implications. Theoretically, the study tests a novel combination of variables, and adds details regarding the intensity of their relationships to the existing body of literature. Practically, the study guides hospital administrators in managing knowledge hiding, and informs on how to maintain it at the lowest possible level.

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Section: Discussionsupporting

confidence: 93%

Towards Explaining Knowledge Hiding through Relationship Conflict, Frustration, and Irritability: The Case of Public Sector Teaching Hospitals

et al. 2021

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“…The authors collect the perception of individuals regarding their own behavior and that of their colleagues. Malik et al (2019) and Zakariya and Bashir (2020) use the scale from Serenko and Bontis (2016).…”

Section: Data Analysis and Resultsmentioning

confidence: 99%

Knowledge hiding and knowledge hoarding: A systematic literature review

Oliveira

Curado

Garcia

2021

Knowl Process Manag

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The present study aims to present a consolidated view of the quantitative research on Knowledge Hiding (KHi) and Knowledge Hoarding (Kho), and the relationship with Knowledge Sharing (KS), and propose guidelines for future research. A systematic literature review was adopted, following rigorous procedures. The articles were searched in Scopus, Web of Science, Wiley Online, Science Direct, and Emerald. Fifty different articles were analyzed. The oldest article identified is from 2011. They were published in 33 different journals. Only 16 authors published more than one article on the topic. The four behaviors can be perceived as positive when the individual is committed to the organization and negative when the individual is not committed to the organization. A framework that summarizes the suggestions for future research is presented. Understanding the relationships between KHi and KSc, and between Kho and KSd might facilitate the flow of knowledge in organizations. The paper provides an original contribution by considering KS as two processes, collection and donation, highlighting the oppositional relationship between KHi and KSc, and between KHo and KSd. Furthermore, research gaps and further research lines in the KHi, KHo, and KS area are highlighted.

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“…First, it attempts to shed light on how KH may impact knowledge hiders, which is an unexplored area (Burmeister et al , 2019) in a milieu where the extant literature on the subject has focused on KH targets’ negative emotional consequences e.g. counterproductive work behavior; less innovation; and low team creativity (Zakariya and Bashir, 2020; Rasheed et al , 2020). This aspect of KH is important because KH is a violation of organizational norms that expect sharing of knowledge from all of its employees (Bock et al , 2005).…”

Section: Introductionmentioning

confidence: 99%

“…acting being unaware about asked information) as the three types of KH (Jahanzeb et al, 2020). Although studies on the outcomes of KH are scant, the phenomenon of KH has been linked with reduced creativity (Dong et al, 2017); decreased employee performance (Zakariya and Bashir, 2020); less innovative work behavior (Fong et al, 2018); interpersonal distrust (Connelly et al, 2019); and overall organizational performance (Butt, 2020). Connelly and Zweig (2015) emphasize the importance of understanding the knowledge hider's feelings of negative experiences.…”

Section: Introductionmentioning

confidence: 99%

I regret to hide knowledge: a coping strategy model

Islam

Chaudhary

Aziz

2021

GKMC

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Purpose This study aims to examine the effect of knowledge hiding (KH) on organizational citizenship behavior toward individuals (OCBI) through the mediation of self-conscious emotions (SCE), namely, shame and guilt. This paper further considers the supervisor’s Islamic work ethics (IWE) as a conditional variable. Design/methodology/approach In this quantity-based research, this paper collected data from 473 employees working in various service and manufacturing organizations through Google form at two-lags. Findings The study applied structural equation modeling and identified that employees experience SCE due to KH. More specifically, rationalized hiding was found to have a negative effect, whereas playing dumb and evasive hiding was found to have a positive effect on shame and guilt. The results also revealed SCE (shame and guilt) as mediators between KH and OCBI. Further, the supervisor’s IWE was found to be a conditional variable to strengthen the association between KH and SCE. Research limitations/implications The study collected data from a single source. However, the issue of common method variance was tackled through time-lags. Practical implications The study suggests that supervisors must communicate with employees about the negative outcomes of KH. They must create such an environment that discourages the engagement of employees in KH and encourages the employees to engage themselves in helping behaviors to maintain a productive and creative work environment. Originality/value This study adds to the limited literature on the emotional consequences of KH from knowledge hiders’ perspective and unfolds the behavior-emotion-behavior sequence through the emotional pathway. More specifically, this study examined the negative emotional effect of hiding the knowledge that leads to compensatory strategy (organizational citizenship behavior) through SCE (shame and guilt). Finally, zooming into SCE, this study elucidates the supervisor’s IWE as a conditional variable.

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Can knowledge hiding promote creativity among IT professionals

Cited by 16 publications

References 73 publications

Towards Explaining Knowledge Hiding through Relationship Conflict, Frustration, and Irritability: The Case of Public Sector Teaching Hospitals

Towards Explaining Knowledge Hiding through Relationship Conflict, Frustration, and Irritability: The Case of Public Sector Teaching Hospitals

Knowledge hiding and knowledge hoarding: A systematic literature review

I regret to hide knowledge: a coping strategy model

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