Dealing with knowledge hiding to improve innovation capabilities in the hotel industry: The unconventional role of knowledge-oriented leadership

Exploring the Nexus Between Knowledge-Oriented Leadership and Employees’ Innovative Behaviour in SMEs: The Moderating Role of Organisational Learning Culture

“…Knowledge-oriented leadership had a major impact on employee members' innovative behaviour when organisational learning culture was at its best. Additionally, this finding is in line with a study carried out by Donate et al (2022) which suggests that the positive contexts created by knowledge-oriented leadership positively influence innovation capabilities. The study's most significant application is its confirmation of the moderating role played by organisational learning culture in the association between knowledge-oriented leadership and employees' innovative behaviour.…”

“…Individuals are the driving force behind all innovation, and their attitudes and behaviours are crucial to the continuity of competition and inventiveness of organisations (Aboobaker and KA, 2021). Recent research has explored the indirect links between knowledge-oriented leadership and innovation (Donate et al, 2022;Jiang et al, 2021;Shehzad et al, 2021) and the link between organisational learning culture and organisational innovation (Cui et al, 2022;Khan et al, 2021). However, the direct link between knowledge-oriented leadership and employees' innovative behaviour has not yet been examined (Latif et al, 2021).…”

The Influence of Network Location on Knowledge Hiding from the Perspective of Lifelong Education

“…Existing research evidence suggests that knowledge hiding reduces individual and team creativity, reduces individuals' innovative work behavior, and increases voluntary turnover. Although organizations implement various incentives to promote knowledge sharing, knowledge-sharing initiatives do not necessarily eliminate knowledge hiding because there are different drivers of knowledge hiding; e.g., from a leadership perspective, Donate Mario J and other scholars found that knowledge-oriented leadership has a positive and strong direct impact on knowledge hiding [ 29 ]; Agarwal Upasna et al confirmed that ethical leadership can reduce the occurrence of knowledge hiding behaviors [ 30 ]; Changyu Wang and other scholars confirmed that the abusive management implemented by leaders has a positive impact on subordinates' knowledge hiding behaviors [ 31 ]; Yuan Ling et al verified that the U-type curve relationship between humble leadership and employee knowledge hiding was significant [ 32 ]; from the perspective of knowledge attributes, scholars such as Sulistiawan Jovi have confirmed that knowledge complexity is also an important factor affecting employees' knowledge hiding; from the perspective of individual characteristics, Soral Prakriti and others believe that the dark personality traits of superiors will enhance the knowledge hiding behaviors of subordinates [ 33 ]; Zoe Geofroy and Max Evans believe that employees with high emotional intelligence are less likely to hide their knowledge [ 34 ]; from the perspective of the organizational atmosphere, Oubrich Mourad et al's studies have confirmed that organizational equity reduces the occurrence of knowledge hiding behavior within organizations [ 35 ]; Li Hao et al have verified that defense orientation has a promoting effect on knowledge hiding in enterprises, performance atmosphere can enhance the impact of defense orientation on knowledge hiding, and the adjustment effect of weak performance atmosphere and strong performance atmosphere changes with the change in defense orientation [ 36 ]; from the perspective of interpersonal relationships, scholars such as Sulistiawan Jovi have confirmed that interpersonal distrust is a key factor in predicting employee knowledge hiding [ 37 ]; Cheng and Bao explored the promotion of negative rumors among employees in knowledge hiding [ 38 ]; Cegarra-Navarro Juan-Gabriel and other scholars found that defensive practices produced by interpersonal relationship were positively correlated with knowledge hiding [ 39 ]; Alam Tahira and other scholars found that relationship conflict positively affects knowledge hiding [ 40 ]; Sidra Riaz et al studies have confirmed that workplace exclusion positively influences knowledge hiding behavior [ 41 ]; Connelly and Zweig will be the interpersonal deterioration [ 42 ]. The organization network of the individual cannot be ignored.…”

Learning and knowledge management mechanisms during internationalisation: a hotel chain development perspective

“…al., 2003;Littlejohn et al, 2007;Pinho & Prange, 2016). More specifically, the thesis makes five clear contributions to the above bodies of literature: 1) Expands on the understanding of the learning and managing knowledge mechanisms and processes of hotel chains, during the internationalisation process; 2) Expands on the types of knowledge that are useful to hotel chains during internationalisation; 3) Confirms the importance of experiential knowledge and explores the issues of its embeddedness, the challenges around extracting and transferring it and the solutions that hotel chains implement; 4) Expands Aksu & Ozdemir, Almeida et al, 2022;Bayaraktaroglu & Kutanis, 2003;Donate et al, 2022;Ubeda-Garcia et. al., 2021), understanding the KM and learning processes involved within an internationalisation context is currently limited.…”

“…3) The research acknowledges the importance of experiential knowledge within the internationalisation process of hotel chains, which is in line with published literature (Altinay & Wang, 2006;Gross et al, 2017;Eriksson et al, 2015;Michailova & Wilson, 2008;Pla-Barber et al, 2014;Ubeda-Garcia et. al., 2021), as well as the issues caused by the embeddedness of it (Bratianu, 2015;Donate et al, 2022;Petersen et al, 2003), highlighting the role of the individual within the process. It further provides insights into the KM and learning processes that hotel chains implement, in order to support the acquisition/ extraction and transfer of experiential knowledge.…”