Moral exclusion in hospitality: testing a moderated mediation model of the relationship between perceived overqualification and knowledge-hiding behavior

Abstract

Purpose Drawing from moral exclusion theory, this study aims to examine a moderated mediation model for the relationship between perceived overqualification (POQ) and knowledge-hiding behavior directly and via perceived dissimilarity. Design/methodology/approach Using the convenience-sampling technique, time-lagged (three waves) data were gathered from 595 employees working in different hotels and event management firms. Hayes’ PROCESS macro was used to test the moderated mediation model. Findings Results showed that perceived dissimilarity among coworkers mediated the result of POQ on knowledge-hiding behavior. In addition, interpersonal disliking moderated the indirect effect in a way that this effect was strong when interpersonal liking was low. Practical implications Findings suggest that organizations should make the overqualified realize that they can also learn from their coworkers whom they perceive as less qualified. In this, the feelings of dissimilarity and disliking can be minimized that in turn may decrease the intention to hide knowledge. Originality/value The present study offers a new perspective for identifying the nexus between POQ and knowledge-hiding behavior by drawing upon moral exclusion theory and examining the mediating role of perceived deep-level dissimilarity.

Impact of perceived overqualification on knowledge hiding and service delivery performance: The moderating role of occupational instrumentality

“…Knowledge hiding is classified as having three dimensions: (1) playing dumb—including employees acting like they do not have the knowledge when they do; (2) rationalized hiding—including refusal to share knowledge or expertise with others with valid justifications; and (3) evasive hiding—include overcomplicating or promising to provide the knowledge later or at an unknown time or period (Abubakar et al, 2019; Connelly & Zweig, 2015). This behavior can have negative consequences for both individuals and organizations, such as reduced productivity, job satisfaction, and innovation (Shafique et al, 2023; Yesiltas et al, 2023).…”

“…Research suggests that POQ and knowledge hiding behaviors can lead to various consequences, which can be undesirable such as decreased job satisfaction, motivation, performance, and commitment to the organization's goals (Connelly et al, 2012, 2019; Connelly & Zweig, 2015; Erdogan et al, 2011; Erdogan & Bauer, 2009; Liu et al, 2015; Ye et al, 2017). Concerning the impact of POQ on knowledge and work outcomes, there are mixed findings, with some suggesting positive work outcomes (Demir et al, 2022; Khan, Saeed, Zada, et al, 2023), while others countered the argument with negative work outcomes (Shafique et al, 2023; Yesiltas et al, 2023).…”

“…For instance, POQ results in unwillingness to share knowledge with peers (Almagharbeh & Ilkhanizadeh, 2022); but this occurs due to multiple reasons, including employee's inability to utilize their KSAs on the job, a lack of equity and a sense of deprivation (Li et al, 2022). This sense of deprivation will cause dissatisfaction among employees, potentially resulting in them exhibiting both overt and covert aggressive actions as a way of expressing their frustration (Shafique et al, 2023; Wu et al, 2023). The second line of thought is that POQ makes employees feel that their input (e.g., efforts) outweighs the output (e.g., rewards), because peers with inferior KSAs have similar benefits and positions.…”

“…While the negative consequences of POQ (Erdogan et al, 2020;Johnson & Johnson, 2000) and knowledge hiding are well documented (Shafique et al, 2023;Shamsudin et al, 2023), the role of occupational instrumentality in moderating these relationships has received limited attention in the literature. Occupational instrumentality is the perception that one's current job serves as a pathway to future career opportunities.…”

“…Service delivery performance is a critical aspect of organizational performance, particularly in service‐oriented industries, where customer satisfaction is of utmost importance (Liao & Chuang, 2004; Suhartanto et al, 2018). While the negative consequences of POQ (Erdogan et al, 2020; Johnson & Johnson, 2000) and knowledge hiding are well documented (Shafique et al, 2023; Shamsudin et al, 2023), the role of occupational instrumentality in moderating these relationships has received limited attention in the literature. Occupational instrumentality is the perception that one's current job serves as a pathway to future career opportunities.…”