"Team-level knowledge hiding, social leader-member exchange, and prosocial motivation"

Černe, Matej; Babič, Katja; Connelly, Catherine E.; Škerlavaj, Miha

doi:10.5465/ambpp.2015.16302abstract

Cited by 12 publications

(12 citation statements)

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“…Our insight into leadership‐specific variables extends research on the origins of KH, which so far has been limited to two studies that show how general leadership styles affect supervisor/employee relationships (Černe, Babic, Connelly, & Skerlavaj, ; Tang, Bavik, Chen, & Tjosvold, ). Our finding that EH, PD, and RH dimensions have different effects make another contribution to the KH literature.…”

Section: Discussionmentioning

confidence: 52%

Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

et al. 2019

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Summary The authors introduce the concept of leader‐signaled knowledge hiding (LSKH) and conduct two studies observing what happens when leaders signal employees that knowledge hiding (KH) is practiced, tolerated, and expected. Social learning theory provides the basis for predicting that LSKH encourages subordinates to hide knowledge, even though they suffer from negative job attitudes in reaction. In Study 1, data measured at two time points (N = 1,162) shows that LSKH positively predicts KH among subordinates. The KH dimensions of evasive hiding and playing dumb (but not rationalized hiding) negatively relate to job satisfaction and positively affect turnover intentions. Study 2 (N = 1,169) replicates these results with cross‐sectional data. Moreover, Study 2 demonstrates that evasive hiding and playing dumb negatively affect empowerment, whereas rationalized hiding has a positive effect. Both studies reveal that subordinates will show less KH when they work under leaders who avoid LSKH and in turn have more job satisfaction, feel more empowered, and harbor fewer turnover intentions. The results in this study provide important practical implications for knowledge management activities.

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Section: Discussionmentioning

confidence: 52%

Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

et al. 2019

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“…Although several studies (Bogilovi c, Cerne and Skerlavaj 2017;Cerne et al 2014Cerne et al , 2017Connelly and Zweig 2015) have responded to their call, consequences of knowledge hiding at the team and organisation level remain unclear. While knowledge hiding may exist at the team level ( Cerne et al 2015), the construct of team-level knowledge hiding has not been well documented. Moreover, it is unclear if team-level knowledge hiding is different from individual knowledge hiding in terms of reasons and consequences; how team-level knowledge hiding affects team and organisational performance; and whether the more knowledge hiding behaviours are conducted by team members, the more conflicts would occur in the team.…”

Section: Methodological Opportunitiesmentioning

confidence: 99%

“…While knowledge hiding may exist at the team level (Černe et al. ), the construct of team‐level knowledge hiding has not been well documented. Moreover, it is unclear if team‐level knowledge hiding is different from individual knowledge hiding in terms of reasons and consequences; how team‐level knowledge hiding affects team and organisational performance; and whether the more knowledge hiding behaviours are conducted by team members, the more conflicts would occur in the team.…”

Section: Future Research Avenuesmentioning

confidence: 99%

Why and when knowledge hiding in the workplace is harmful: a review of the literature and directions for future research in the Chinese context

Xiao

Cooke

2018

Asia Pac J Human Res

140

170

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Knowledge hiding as an organisational phenomenon has started to attract research attention only in the last decade or so, although it may be a common behaviour in the workplace. Emerging research findings suggest that knowledge hiding is not necessarily a negative act with detrimental outcomes. Why do employees hide their knowledge? What can organisations do to encourage knowledge sharing in the workplace? Drawing on 52 studies published in academic English and Chinese journals over the period of 1997–2017, this study conducts a systematic review on knowledge hiding to clarify the concept, analyse existing research findings, identify research gaps and shed light on future research direction theoretically and empirically. The study has practical implications for organisations in terms of what human resource management interventions may be adopted to minimise undesirable knowledge hiding behaviours and to build trust among employees and enhance organisational effectiveness.

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“…Although these studies provide important information to understand knowledge hiding behavior, most of the published articles focus on dyadic levels. As suggested by Černe et al (2015) , it is clear that research on knowledge hiding behavior need not only focused on dyadic levels but also on collective knowledge hiding behavior. In addition, research focusing on the difference and interaction mechanism between individual and collective knowledge hiding behaviors within scientific research teams has not yet been adequately discovered, and research on how this behavioral interaction affects knowledge sharing requires further improvement.…”

Section: Literature Reviewmentioning

confidence: 99%

Why Knowledge Sharing in Scientific Research Teams Is Difficult to Sustain: An Interpretation From the Interactive Perspective of Knowledge Hiding Behavior

2020

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Efficient knowledge sharing is an important support for the continuous innovation and sustainable development of scientific research teams. However, in realistic management situations, the knowledge sharing of scientific research teams always appears to be unsustainable, and the reasons for this are the subject of considerable debate. In this study, an attempt was made to explore the interactive mechanism of knowledge hiding behaviors in scientific research teams between individual and collective knowledge hiding behaviors and its impact on knowledge sharing by adopting grounded theory to comprehensively understand this situation. The results show that knowledge hiding behavior in the scientific research team is a two-phase interactive process and is capable of affecting sustainable knowledge sharing by reducing the supply of knowledge, creating a poor knowledge sharing atmosphere, and forming an interpersonal distrust relationship. This research may provide a strong basis for a deeper understanding of the interaction mechanism of knowledge hiding behavior and its impact on knowledge sharing.

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"Team-level knowledge hiding, social leader-member exchange, and prosocial motivation"

Cited by 12 publications

References 0 publications

Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

Why and when knowledge hiding in the workplace is harmful: a review of the literature and directions for future research in the Chinese context

Why Knowledge Sharing in Scientific Research Teams Is Difficult to Sustain: An Interpretation From the Interactive Perspective of Knowledge Hiding Behavior

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