Rivals or allies: How performance‐prove goal orientation influences knowledge hiding

Abstract

Summary Previous research suggests that performance‐prove goal orientation is positively related to knowledge hiding. However, we argue that this effect depends on the focus of performance feedback (i.e., individual‐ and group‐focused feedback), which shapes the nature of the competitive expression of performance‐prove goal orientation (i.e., intragroup and intergroup oriented). We conducted three studies to test our theoretical model. The results of Study 1 with time‐lagged data from 128 part‐time MBA students showed that performance‐prove goal orientation was positively related to knowledge hiding when performance feedback focused more (vs. less) on individual performance but was negatively related to knowledge hiding when performance feedback focused more (vs. less) on group performance. Study 2 replicated these moderation findings in an experimental study of 210 undergraduate students. Study 3 again replicated the moderation effects using multisource data from 317 employees and their supervisors. It also included creativity as an outcome of knowledge hiding and illustrated the distal consequence of the moderation effects of individual‐ and group‐focused performance feedback. We then discussed the implications for the theory and practice of performance‐prove goal orientation and knowledge hiding.

Understanding knowledge hiding in organizations

“…Like the preceding paper, it also contributes to the knowledge hiding literature by suggesting that rationalized hiding, which involves less deception than playing dumb or evasive hiding, may have different antecedents. Zhu, Chen, Wang, Jin, and Wang (2019) explain why and how performance-prove goal orientation predicts increased levels of knowledge hiding. These authors studied the extent to which this effect depends on whether performance feedback is focused on individuals versus groups, which may form a different competitive expression of performance-prove goal orientation.…”

“…Zhu, Chen, Wang, Jin, and Wang () explain why and how performance‐prove goal orientation predicts increased levels of knowledge hiding. These authors studied the extent to which this effect depends on whether performance feedback is focused on individuals versus groups, which may form a different competitive expression of performance‐prove goal orientation.…”

“…Using these theories, the papers in this special issue take very different approaches to extend the nomological net of knowledge hiding. For example, some studies (e.g., Jiang et al, ) examine knowledge hiding as a holistic construct, whereas others consider the roles of each facet separately (e.g., Zhu et al, ). Likewise, two studies (i.e., Offergelt et al, ; Zhao et al, ) explore the role of leaders and leadership in predicting knowledge hiding, whereas the other articles focus primarily on interemployee dyadic interactions.…”

Tit for Tat: Abusive Supervision and Knowledge Hiding-The Role of Psychological Contract Breach and Psychological Ownership

“…Past studies have shown that abusive behaviors of supervisors are associated with employees' undesirable attitudinal and behavioral outcomes, such as low job performance [30], a decrease in organizational citizenship behavior [32], an increase in deviant workplace behavior, job burnout, and emotional exhaustion [33][34][35][36][37]. Moreover, prior studies tested several individual (i.e., professional commitment and psychological entitlement) and organizational factors (i.e., organizational culture, policies, leadership styles) as antecedents with KH [12][13][14][15][16][17][18]20]. However, one such undesirable behavioral outcome is KH, which is largely ignored in the abusive supervision literature.…”

“…Similarly, knowledge-related factors that contribute to KH include task relatedness and complexity of knowledge [6]. Previous research has also explored various organizational factors in relation to KH, including leadership styles, culture, knowledge management system, policies, goal orientation, and politics [16][17][18][19][20]. However, the abusive behaviors of supervisors, which lead to KH behaviors, is not explained fully.…”