Organizational rewards and knowledge hiding: task attributes as contingencies

Zhang, Zhen; Min, Min

doi:10.1108/md-02-2020-0150

Cited by 25 publications

(15 citation statements)

References 75 publications

(154 reference statements)

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“… Bell and Khoury (2016) found that the feelings of disrespect, humiliation, and neglect will enhance dehumanization making employees less socially valuable ( Christoff, 2014 ; Huo et al, 2016 ). Sarwar and Muhammad (2020) explained in their work that such mechanistic dehumanizing experiences may hinder the process of information sharing in the organization and may inculcate knowledge hiding behavior ( Zhang and Min, 2021 ; Zhao and Jiang, 2021 ). Workers are not in a powerful position to reciprocate similarly, so they take discourse in indulging in deviant behaviors ( Foulk et al, 2016 ).…”

Section: Literature Reviewmentioning

confidence: 99%

Impact of Organizational Dehumanization on Employee Knowledge Hiding

et al. 2022

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Knowledge hiding has become an alarming issue for the organizations. Knowledge hiding is an employee’s intentional attempt to conceal knowledge requested by others at the workplace. Employee knowledge hiding significantly influences an organization’s effective functioning. This research is an attempt to extend previous work on antecedents of knowledge hiding. Drawing on conservation of resources theory, it is proposed that receiving poor treatment by organizations in the form of organizational dehumanization creates psychological distress among employees toward the organization. Distress among workers in turn intervenes the path and increases the likelihood of engaging in knowledge hiding behaviors. An employee’s felt obligation for constructive change (FOCC) may moderate the relationship between organizational dehumanization and employee psychological distress. Data for the current study were collected from 245 employees of the telecommunication sector in three-time lags. The results support the direct and indirect effect of organizational dehumanization on employee knowledge hiding behaviors through the mediation of psychological distress. The results also support the moderation of FOCC between organizational dehumanization and psychological distress. Furthermore, the findings of the study may help organizational practitioners and managers about the value of effective organizational climate and practices for better organizational functioning through knowledge sharing and providing insight into undesirable repercussions of organizational dehumanization. Implications for organizations and practitioners are discussed.

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Section: Literature Reviewmentioning

confidence: 99%

Impact of Organizational Dehumanization on Employee Knowledge Hiding

et al. 2022

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“…For knowledge hoarding, the knowledge gathered might not have been requested. So, this study focuses on demystifying Intra organizational hiding of knowledge with great emphasis on the individual hiding of knowledge requested to supplement the knowledge associated with the study (Zhang and Min, 2021).…”

Section: Hypotheses and Development And Literature Reviewmentioning

confidence: 99%

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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“…From a practical point of view, this study posits that workplace incivility triggers knowledge hiding which has the potency to hamper the individual and organizational performance, thus warranting a mechanism to curb workplace incivility through policies and procedures. Previous studies indicate that nonfinancial rewards can reduce knowledge hiding, so providing nonfinancial rewards to the faculty members can provide an edge in academia to promote knowledge sharing ( Zhang and Min, 2021 ).…”

Section: Resultsmentioning

confidence: 99%

Incivility and Knowledge Hiding in Academia: Mediating Role of Interpersonal Distrust and Rumination

Saqib

Sun³

et al. 2022

Front. Psychol.

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Workplace incivility is under investigation for the last three decades, and it holds a central position in organizational behavior literature. However, despite the extensive investigations in the past, there exists a missing link between workplace incivility and knowledge hiding in academia. This study aims to tap this missing link for which data were collected from the universities staff. Data were collected in two waves to reduce the common method biases. In the first wave, questions were asked from the respondents regarding their demographic characteristics and exposure to workplace incivility. At this stage, 400 questionnaires were floated and 355 completely filled responses were received back, while in the second wave, those respondents were approached for data collection who have completely filled questionnaires in the first wave. The time interval between the two waves was 1 month. In the second wave, questions related to distrust and knowledge hiding behavior were asked from the respondents. At this stage, 323 questionnaires were received back out of which 290 were filled and these were considered for final data analysis. Collected data were analyzed by applying structural equation modeling (SEM) through SmartPLS. Results indicated that employees tend to hide knowledge when they experience incivility at workplace. Moreover, they develop a sense of distrust in response to workplace incivility which further triggers them to hide knowledge. Limitations and future directions are also discussed.

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Organizational rewards and knowledge hiding: task attributes as contingencies

Cited by 25 publications

References 75 publications

Impact of Organizational Dehumanization on Employee Knowledge Hiding

Impact of Organizational Dehumanization on Employee Knowledge Hiding

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

Incivility and Knowledge Hiding in Academia: Mediating Role of Interpersonal Distrust and Rumination

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