The Interplay among Prosocial Motivation, Cultural Tightness, and Uncertainty Avoidance in Predicting Knowledge Hiding

Babič, Katja; Černe, Matej; Škerlavaj, Miha; Zhang, Pengcheng

doi:10.15458/85451.71

Cited by 19 publications

(11 citation statements)

References 67 publications

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“…Meanwhile, other factors have been found to mitigate knowledge hiding tendencies, including ethical leadership (Tang et al , 2015; Zhao et al , 2019), psychological safety (Jiang, Hu, Wang and Jiang, 2019; Peng et al , 2018), the absence of organisational politics (Malik et al , 2019) and the lack of time pressure (Škerlavaj et al , 2018). Dynamic cultural strength coupled with prosocial motivation also reduces knowledge hiding (Babić et al , 2018; Issac and Baral, 2019). Moreover, as mentioned previously, knowledge complexity (Labafi, 2017), workplace incivility (Arshad and Ismail, 2018), workplace ostracism (Zhao et al , 2016) and conflict (Boz Semerci, 2019) have been linked to knowledge hiding.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

The effects of expert power and referent power on knowledge sharing and knowledge hiding

Issac

Bednall

Baral

et al. 2022

JKM

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Purpose The purpose of this research study is to determine the ways in which employees’ personal power-expert and referent power influences their knowledge sharing and hiding behaviour. There are hardly any studies that have investigated the effects of employee power and expectations regarding the consequences of divulging knowledge. In this study, the authors investigate whether expected gains and losses in employee personal power influence employees’ willingness to participate in knowledge transfer. Design/methodology/approach The authors adopted a two-wave survey design and collected critical data from 288 employees of knowledge-intensive industries identified through online techno-groups, such as Stack Exchange. In the first wave, out of the total, 192 knowledge workers attended the follow-up survey. The authors apply polynomial regression followed by surface response analysis to establish the effects of any discrepancy between the current levels of employees’ personal power and their expected levels if they divulge their unique critical knowledge. Findings The authors find out that employees having relatively strong personal power are more likely to share knowledge, and the expected losses in power are categorically associated with a reduced intention to share knowledge. The authors also observed an increased knowledge hiding with expected losses in power. Surprisingly, the authors find that these established negative outcomes are also specifically associated with the expected gains in personal power. Research limitations/implications The most significant contribution of this study is to establish that power plays an important but complex role in determining the employees’ participation in knowledge transfer activities. The authors specifically conclude that the optimal scenario for knowledge sharing is one in which the employees’ contributions are fairly valued and their reputation is not expected to change because of knowledge sharing. Originality/value To the best of the authors’ knowledge, this study is one of the first comprehensive studies that link power to both sharing and hiding of knowledge. This study is also unique in terms of its investigation of the effects of any discrepancy between current levels of employees’ personal power and their expected levels if they share or hide their unique critical knowledge. Thus, this research study is a unique contribution in terms of what and why of an untouched area in the entire knowledge management literature with a special focus on knowledge sharing and hiding.

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Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

The effects of expert power and referent power on knowledge sharing and knowledge hiding

Issac

Bednall

Baral

et al. 2022

JKM

View full text Add to dashboard Cite

show abstract

“…prosocial motivation, openness to experience, extroversion, etc. in shaping employee’s inclination to engage in knowledge-hiding behavior (Babič et al , 2018; Iqbal et al , 2020; Škerlavaj et al , 2018). Still, to date, little is known about how personality traits and other individual factors impact the way employees perceive and subsequently react to knowledge-hiding behavior.…”

Section: Theoretical Contributions and Managerial Implicationsmentioning

confidence: 99%

“…For instance, knowledge-hiding behavior arises in environments of high distrust and competitiveness (Hernaus et al , 2018), as well as in environments where the perception of organizational politics is high (Malik et al , 2019). Conversely, knowledge-hiding behavior is reduced when employees have high levels of prosocial motivation (Babič et al , 2018; Škerlavaj et al , 2018).…”

Section: Introductionmentioning

confidence: 99%

Leader knowledge hiding and employee organizational identification in the Egyptian service industry

Abdelmotaleb

Mouri

Saha

2021

JKM

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Purpose The purpose of this study is to examine the relationship between leader-signaled knowledge-hiding behavior (LSKH) and employee organizational identification (OI) with self-interest climate perceptions (SIC) as a mediator. This study also takes into consideration the impact of individual differences (i.e. employee trait of agreeableness) in shaping these relationships. Design/methodology/approach Two-wave data were collected from a sample of employees working in service industry companies in Egypt (N = 305). The mediation model (model 4) and the moderated mediation model (model 14) were tested using the statistical package for the social sciences PROCESS macro. The indirect effect of LSKH behavior on employee OI was examined using the bootstrapping approach (n = 5,000) with 95% confidence intervals (CI) for the indices. Findings Findings show that LSKH behavior has a negative impact on employee OI through SIC perceptions. Additionally, a moderation analysis indicates that the employee trait agreeableness strengthens the negative relationship between SIC and OI as well as the indirect relationship between LSKH behavior and employee OI. Originality/value While previous studies mainly focused on employee knowledge-hiding behavior, this study extends this nascent stream of literature by investigating the impact of this behavior at the leader’s level in the Egyptian cultural context. The results provide insights into the consequences of this type of behavior on important outcomes, namely, SIC and OI.

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“…Existing research has focused on increasing knowledge hiding behavior in times of high distrust and competition (Hernaus et al, 2018 ). Knowledge hiding has enormous effects on organizations, relationships, and individuals, and is associated with poor employees' innovation and performance (Černe et al, 2014 ; Rhee and Choi, 2017 ; Babič et al, 2018 ). Since employees are the critical carriers of organizational knowledge, recruiting excellent talents with higher knowledge level is a way for many enterprises to acquire knowledge (Capsada-Munsech, 2019 ).…”

Section: Introductionmentioning

confidence: 99%

Exploring the effect of perceived overqualification on knowledge hiding: The role of psychological capital and person-organization fit

et al. 2022

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Individuals' knowledge hiding behavior may lead to massive economic losses to organizations, and exploring the antecedents of it has crucial relevance for mitigating its negative influences. This research aims to investigate the impact of perceived overqualification on knowledge hiding by testing the mediating effect of psychological capital and the moderating effect of person-organization fit. Empirical analyses were conducted on 249 employee dataset using versions SPSS 26 and AMOS 26. Results illustrate an inverse correlation between perceived overqualification and knowledge hiding behavior which is partly mediated by psychological capital and moderated by person-organization fit, implying that good organizational atmosphere that builds up individual psychological capital with better person-organization fit will allow employees to work positively to reduce knowledge hiding behavior when perceived overqualified. This study complements a small quantity of discussions on the positive impact of perceived overqualification on knowledge management and fills omissions in previous studies on the negative effect of perceived overqualification on knowledge hiding behavior in changing surroundings.

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The Interplay among Prosocial Motivation, Cultural Tightness, and Uncertainty Avoidance in Predicting Knowledge Hiding

Cited by 19 publications

References 67 publications

The effects of expert power and referent power on knowledge sharing and knowledge hiding

The effects of expert power and referent power on knowledge sharing and knowledge hiding

Leader knowledge hiding and employee organizational identification in the Egyptian service industry

Exploring the effect of perceived overqualification on knowledge hiding: The role of psychological capital and person-organization fit

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