The curvilinear relationship between knowledge leadership and knowledge hiding

Xia, Qing; Yan, Shumin; Zhang, Yuliang; Chen, Baizhu

doi:10.1108/lodj-10-2018-0362

Cited by 52 publications

(35 citation statements)

References 57 publications

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“…Therefore, knowledge-oriented leadership enhances KMC by promoting and guiding the acquisition, sharing and application of knowledge. This finding confirms the previous literature, which emphasizes that knowledge-oriented leaders guide and encourage members of the organization by acting appropriately for the creation, sharing and implementation of new knowledge (Donate and de Pablo, 2015;Shamim et al, 2019;Xia et al, 2019). In addition, this finding supports the basic assumptions of the social learning theory (Bandura, 1977), which states that acting as a role model of leaders shapes the behavioral patterns of the organization and its members.…”

Section: Serial Mediation Analysissupporting

confidence: 89%

“…The social learning theory (Bandura, 1977) emphasizes that a leader as a role model shapes the behavioral patterns of organization members. In this regard, knowledge-oriented leaders guide the organization and its members by way of engaging in appropriate behaviors for the creation, sharing and application of new knowledge and consequently support the enhancement of KMC (Shamim et al, 2019;Xia et al, 2019). The contingency theory of leadership (Fiedler, 1964) purports that behavior patterns of a leader must be adjustable to the current conditions.…”

Section: Theoretical Framework and Hypotheses 21 Theoretical Basismentioning

confidence: 99%

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Understanding the relationships among knowledge-oriented leadership, knowledge management capacity, innovation performance and organizational performance

Gürlek

Çemberci

2020

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Purpose Drawing on knowledge-based theory, contingency theory of leadership, social learning theory and resource-based view, this study aims to investigate the relationships among knowledge-oriented leadership (KOL), knowledge management capacity (KMC), innovation performance (IP) and organizational performance (OP). Design/methodology/approach The relationships were examined using the serial mediation model of Hayes (2013). Data were collected from the firms (N = 502) operating in technology development zones in Turkey. The sample size corresponds to 10% of total number of the firms. Within the scope of a policy called National Technology Move by public authority, Turkey has been making strong investments to produce original and advanced technology products. A significant portion of these investments is directed toward technology development zones. Therefore, research on this topic may be of interest in Turkey. It should also be noted that Turkey is a developing country and is one of the world’s 20 largest economies. Findings The findings show that KMC and IP serially mediate the effect of KOL on OP. In the light of the findings, KOL establishes the eligible conditions for the improvement of KMC. Enhanced KMC transforms into innovation, and as a result, OP increases. As a result, this research shows that Turkish firms under the leadership of knowledge-oriented leaders have high KMC, innovation performance and firm performance. These findings can serve as a valuable benchmark for future studies in developing countries. Research limitations/implications The current research has several limitations. It was carried out on the firms operating in technology development zones in Turkey. Future researches can be conducted on the firms outside the technology development zones. Second, this research was carried out in Turkey. The study was conducted in a specific national context covering only Turkish firms. It is recommended that readers be cautious when generalizing the results to different contexts (e.g. other countries and industries). Future researches can be conducted on the firms located in technology development zones in different countries. This may allow the comparison of countries. Turkey is a developing country. For this reason, developing countries should be taken into consideration in the comparison between countries, not developed countries such as the USA and European countries. Third, this is a cross-sectional study. Therefore, it does not reveal the changes in research variables over time. Longitudinal data collection is recommended for future researches. Practical implications The research findings are turned into a slogan and the firms are recommended the following perspective: more innovation for strong performance; a strong KMC for innovation; and for all, a strong knowledge-oriented leadership. Originality/value KOL is a quite new research field. The current study makes a significant contribution to the literature by revealing the fact that KOL is effective in increasing OP. In addition, testing via the serial mediation model the relationships which put forward how KOL increases OP, this study sheds light on organizational outcomes of KOL. There is an important gap in the search for leadership characteristics that allow knowledge-intensive firms to improve their KMC, innovation and firm performance. Therefore, this research is an important step toward filling this gap.

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Section: Serial Mediation Analysissupporting

confidence: 89%

Section: Theoretical Framework and Hypotheses 21 Theoretical Basismentioning

confidence: 99%

Understanding the relationships among knowledge-oriented leadership, knowledge management capacity, innovation performance and organizational performance

Gürlek

Çemberci

2020

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“…organizational competitive climate; Connelly et al, 2012) antecedents. Despite these findings, we do not know much about how leadership might affect knowledge hiding (for exceptions, see Feng and Wang, 2019;Khalid et al, 2018;Xia et al, 2019). Given that leaders play critical roles in regulating employees' attitudes and behaviors (Lee et al, 2018), we seek to examine the antecedents of knowledge hiding from the perspective of leadership, especially exploitative leadership.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

The effect of exploitative leadership on knowledge hiding: a conservation of resources perspective

Guo

Cheng

Luo

2020

LODJ

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PurposeDrawing on conservation of resources (COR) theory, this study aims to explore the influencing mechanism of exploitative leadership on knowledge hiding. Specifically, this study focuses on the mediating role of psychological distress and the moderating role of hostile attribution bias in affecting the mediation.Design/methodology/approachData were collected from 324 employees of a high-technology company in China by a three-wave questionnaire survey. Hierarchical regression analysis and bootstrapping approach were employed to test hypotheses.FindingsThis study found that exploitative leadership was positively related to knowledge hiding and that psychological distress mediated this relationship. Moreover, the results revealed that the positive relationship between exploitative leadership and psychological distress and the indirect effect of exploitative leadership on knowledge hiding via psychological distress were stronger when hostile attribution was high rather than low.Practical implicationsThe findings of this study offer guidance for managers to better undermine the negative effects of exploitative leadership.Originality/valueFirst, this study extends the literature on exploitative leadership by verifying the positive effect of exploitative leadership on knowledge hiding. Second, this study enriches one’s understanding of the “black box” underlying the link between exploitative leadership and its consequences by demonstrating the mediating role of psychological distress. Third, by verifying the moderating role of hostile attribution bias, this study provides insights into the boundary conditions of the impact of exploitative leadership.

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“…offering justification for hiding knowledge by giving false reasons or blaming someone else. Previous researchers have called for more studies to identify the predictors of KH from different perspectives (Xia et al, 2019;Connelly et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

Why should I share knowledge with others? A review-based framework on events leading to knowledge hiding

Anand

Centobelli

Cerchione

2020

JOCM

112

128

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PurposeThe significance of managing and sharing employee knowledge for successful organizational change, innovation, and for sustainable advantage has indeed been suggested by research since the last few decades. Despite numerous attempts to foster the sharing of knowledge in organizations, employees may not always be willing to share knowledge attributed due to personal beliefs or situational constraints leading to hiding of knowledge. This article provides a theoretical basis by identifying and illustrating the present and the possible myriad of knowledge hiding (KH) events by employees within organizations.Design/methodology/approachDrawing literature from numerous sources, this paper adopts synthesis and provides a review of the literature and proposes framework.FindingsThis paper identifies six broad drivers which may lead to KH, including: driven by situation explain the reason for unintentional hiding as a result of performance and competition leads to individual to have a motive to hide knowledge, driven by psychological ownership leads to controlled hiding, driven by hostility and abuse by employees or managers leads to victimized hiding and lastly driven by identity and norms leads to favoured hiding. Furthermore, this study uncovers three potential future events, which need managerial attention: negative reciprocity, influenced disengagement and perceived disengagement.Originality/valueThis paper also offers new insights to managers to understand the present events and foresee the possible reasons about the KH behaviour and how they can strategize to reduce these events and undergo organizational change.

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The curvilinear relationship between knowledge leadership and knowledge hiding

Cited by 52 publications

References 57 publications

Understanding the relationships among knowledge-oriented leadership, knowledge management capacity, innovation performance and organizational performance

Understanding the relationships among knowledge-oriented leadership, knowledge management capacity, innovation performance and organizational performance

The effect of exploitative leadership on knowledge hiding: a conservation of resources perspective

Why should I share knowledge with others? A review-based framework on events leading to knowledge hiding

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