Knowledge hiding in organizational crisis: The moderating role of leadership

Nguyen, Tuyet-Mai; Malik, Ashish; Budhwar, Pawan

doi:10.1016/j.jbusres.2021.09.026

Cited by 80 publications

(65 citation statements)

References 103 publications

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“…According to Di Vaio et al (2021), organizational justice also remedies supervisory abuse that prevents knowledge sharing because of emotional exhaustion. Group trust also weakens the negative impact brought about by supervisory abuse that prevents sharing of knowledge due to psychological capital (Nguyen et al, 2022). Self-reliance and psychological contract fulfillment can also reduce supervisory abuse on sharing knowledge by the leader to member exchange (Xiao and Cooke, 2019).…”

Section: Abusive Supervision and Knowledge Hidingmentioning

confidence: 99%

“…Knowledge hiding is influenced by organizational factors, knowledge content, and individual factors. Based on personal factors, the contributors of knowledge hiding include perceived knowledge value, psychological possession of knowledge, and commitment to knowledge commitment (Nguyen et al, 2022). According to Connelly et al (2012) factors such as corporate rules, reward systems and leadership may have an impact on how information is hidden.…”

Section: Introductionmentioning

confidence: 99%

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Abusive Supervision and Its Impact on Knowledge Hiding Behavior Among Sales Force

et al. 2021

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The purpose of this study is to test the relationship between abusive supervision and employee’s knowledge hiding behavior (evasive hiding, playing dumb, rationalized hiding) among sales force of insurance companies in Pakistan. The paper also strives to theoretically discuss and then seek empirical evidence to the mediational paths of psychological contract breach that explain the focal relationship between abusive supervision and knowledge hiding. To test the proposed hypotheses, the study draws cross-sectional data from sales force of insurance companies working in Pakistan. Data were collected through structured questionnaire and using convenient sampling technique. The final sample of 340 valid and complete responses analyzed using structured equation modeling (partial least square) approach. Results showed that abusive supervision is positively related to employee’s knowledge hiding behaviors. Also, mediating variable psychological contract breach partially mediates the abusive supervision-knowledge hiding behavior linkage. Current study has tested the positive relationship between abusive supervision and knowledge hiding behaviors unlike most of the previous investigations that have focused on knowledge sharing behavior. The study also empirically investigated the mediational route of psychological contract breach, that explains the blame attributed by the beleaguered employee that led to covert retaliatory behavior, such as knowledge hiding. This paper contributes to knowledge hiding literature which is an important part of knowledge management from the perspective of abusive supervision based on both reactance theory and SET theory.

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Section: Abusive Supervision and Knowledge Hidingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Abusive Supervision and Its Impact on Knowledge Hiding Behavior Among Sales Force

et al. 2021

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“…Individuals excuse their hiding by claiming that they cannot give the requested information because it is confidential or pertains to corporate policies [ 27 ]. Engaging in rationalized hiding, individuals frequently respond diplomatically to knowledge requests, stating that the requested knowledge is confidential, and the individual is unable to share it, or that the individual is not the best person to ask, forcing colleagues to consult with others [ 32 ].…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Why and When Do Employees Hide Their Knowledge?

Sulistiawan

Moslehpour

Diana

et al. 2022

Behavioral Sciences

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This study establishes a theoretical and integrative framework for analyzing the relationship between knowledge hiding and task performance. The existing literature indicates that knowledge hiding is prominent in service sector firms and impedes knowledge transfer. However, the potential determinants and consequences have not been extensively investigated. The objectives of this study are threefold: First, examining the effect of distrust and the complexity of knowledge on knowledge hiding. Second, examining the effect of knowledge hiding on task performance. Third, examining the conditional effect of task relatedness in the relationship between distrust, knowledge complexity, and knowledge hiding. We conducted an online survey by using a Google form to collect our data. We gathered data from 325 salespersons in the business departments of a single firm in Indonesia. To test our hypotheses, we employed Partial Least Square (PLS). The results revealed that distrust and knowledge complexity are critical factors in predicting knowledge hiding. Interestingly, knowledge hiding positively affects task performance. The rationale behind this result is that employees tend to believe that hiding knowledge is a strategy to boost their performance in the short run. The contribution of this study is the suggestion that organizations should implement a knowledge-sharing culture to minimize knowledge hiding.

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“…Many workers deal with workplace incivility and workplace ostracism, yet they keep their fears to themselves out of fear of discrimination. 16 As a result, they are less productive, which adversely affects their motivation for work and loyalty to the organization. The damage they do to a company’s reputation creates a hostile work environment, resulting in poor performance.…”

Section: Introductionmentioning

confidence: 99%

Elongating Nexus Between Workplace Factors and Knowledge Hiding Behavior: Mediating Role of Job Anxiety

Mohsin¹,

Jamil²,

Naseem³

et al. 2022

PRBM

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Purpose The study objective is to investigate the relationship between workplace ostracism, workplace incivility, and knowledge hiding behavior (evasive hiding, playing dumb, rationalized hiding) while considering the mediating role of job anxiety. Methods The study collected data through structured questionnaires from 275 participants (ie, employees) working in the small to medium-sized enterprise of five big cities of Pakistan. The study adopted a structured equation modeling technique for data analysis. Results Significantly, the study results suggest a positive effect of workplace ostracism and workplace incivility on employees’ knowledge hiding behavior, and job anxiety significantly mediates the relationship between workplace ostracism, workplace incivility, and knowledge hiding behavior of employees. Conclusion The present study highlights the need to examine the personality disposition for understanding the relationship between the variables (eg, workplace ostracism, workplace incivility, knowledge hiding behavior). Employees’ inappropriate behavior had suppressed by initiating a campaign for a realistic job preview, setting an exceptional example. The study significantly contributes to the current literature on knowledge hiding behavior by presenting valuable insight into organizational and individual variables, subsequently influencing the knowledge hiding behavior of individuals. Indeed, this study is the first to investigate the predictive effect of the proposed variables.

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Knowledge hiding in organizational crisis: The moderating role of leadership

Cited by 80 publications

References 103 publications

Abusive Supervision and Its Impact on Knowledge Hiding Behavior Among Sales Force

Abusive Supervision and Its Impact on Knowledge Hiding Behavior Among Sales Force

Why and When Do Employees Hide Their Knowledge?

Elongating Nexus Between Workplace Factors and Knowledge Hiding Behavior: Mediating Role of Job Anxiety

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