Defensive Silence, Defensive Voice, Knowledge Hiding, and Counterproductive Work Behavior Through the Lens of Stimulus-Organism-Response

Abstract

Rising negative emotions are like “time bombs” that impede productivity in the workplace. The present investigation provides an insight into the effects of defensive silence and defensive voice on counterproductive work behavior through knowledge hiding in the context of knowledge workers in Chinese academic institutions. Partial least square structural equation modeling (PLS-SEM) was applied to the current samples. The study obtained conjecture the proposed mediating role of knowledge hiding between the negative working attitude and counterproductive work behavior, which is against the organizational norms and performance. The result indicates that the positive relationships exist from defensive silence and defensive voice to counterproductive work behavior, mediated by knowledge hiding. This study links knowledge hiding literature and stimulus-organism-response (SOR) to better explore the academic behavior in a knowledge setting.

Does small and medium enterprise differential leadership increase subordinate knowledge hiding? Evidences from job insecurity, territorial consciousness and leadership performance expectation

“…Furthermore, the extant literature has represented knowledge hiding as a relationship-management construct with respect to personal intellectual capital (Demirkasimoglu, 2016;Qi and Ramayah, 2022). Namra et al (2021) summarized previous literature and proposed that individual personalities, interpersonal interactions, reciprocity norms and organizational climate can lead to employees' knowledge hiding.…”

“…According to conservation of resource theory, SME employees with different mentalities reflected by superior job anticipations (i.e., leadership performance expectation) have distinct reaction choices and decisions toward external stimuli (Desrichard and Köpetz, 2005). The nature of leadership performance expectation pilots the crisis awareness of personal knowledge management, decrease the willingness to share knowledge, urge individuals to pay special attention on protecting proprietary and expert information resources, and strengthen the impact of SME differential leadership on knowledge hiding (Qi and Ramayah, 2022). Therefore, this study speculates that leadership performance expectation may also be a prominent moderating factor in the indirect association between SME differential leadership and subordinate knowledge hiding through job insecurity and territorial consciousness.…”

Nurses’ feeling trusted and knowledge hiding: The role of psychological safety, felt obligation and traditionality

“…In the era of knowledge economy, knowledge has gradually become one of the most direct and important production factors in organizations (Koay and Lim, 2021;Ma and Zhang, 2021).With the rapid changes of the external society and environment, organizations need constant innovation to gain and maintain competitive advantage (Qi and Ramayah, 2022), which largely relies on effective knowledge management (Alavi and Leidner, 2001;Wang and Dong, 2022). Knowledge management cannot be separated from people and technology (Becerra-Fernandez, 2000;Pai et al, 2022).…”

“…At present, a kind of headache for managers is widespread in organizations, that is, knowledge hiding (Peng, 2013;Singh, 2019). Studies have shown that employees in smart healthcare firms, telecom sector, the government sector and academic institutions all reported that they had the experience of deliberately hiding knowledge (Cao, 2022;He and Wei, 2022;Qi and Ramayah, 2022;Wang and Dong, 2022).…”