What Makes People Hide Knowledge? Influence of Passive Leadership and Creative Self-Efficacy

Mubarak, Namra; Osmadi, Atasya; Khan, Jabran; Mahdiyar, Amir; Riaz, Asim

doi:10.3389/fpsyg.2021.740880

Cited by 9 publications

(6 citation statements)

References 66 publications

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“…The other indicator that did not correlate with social resilience is information access and communication which disagrees with a study by Spialek and Houston (2018) and Rice and Jahn (2019). The finding in Mzuzu can be credited to tendencies by some passive community members privileged with information to hide it (Mubarak et al, 2021) or lack of robust and trustworthy communication channels in the communities (Wilkins et al, 2018). Depriving community members of information puts them at a risk of not taking action on time to early flood warnings and therefore negate consequences of flood disasters (Spialek and Houston, 2018).…”

Section: Continuous Learning and Innovationmentioning

confidence: 68%

The correlation between social resilience and flooding in low-income communities: a case of Mzuzu City, Malawi

Bwanali

Manda

2023

IJDRBE

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Purpose Floods are among the most frequent urban disasters in cities of the global south where capacity and resource limitations collude with rapid urbanization to force many poor people to live in flood prone settlements. This paper investigated the impact of flood disasters on social resilience of low-income communities in Mzuzu City, Malawi. Design/methodology/approach Using a quantitative design, 345 households were interviewed in Zolozolo West and Mzilawaingwe Wards in Mzuzu City. The survey instrument achieved a 100% response rate. A reliability test using Cronbach’s alpha showed internal consistency of survey instrument at 0.711 for Zolozolo West Ward and 0.730 for Mzilawaingwe Ward. Findings Out of the eleven indicators of social resilience used in this study, six indicators showed no correlation with the outcome expectancy of social resilience. Of the five indicators that showed relationship with social resilience, only improvisation and inventiveness (rs = 0.356, p = 0.000 at two-tailed, n = 213; rs = 0.610, p = 0.000 at two-tailed, n = 132) had a strong relationship with the outcome expectancy of social resilience. Research limitations/implications The study was only conducted in two settlements; caution should be observed when generalizing the results. Practical implications Practitioners should ensure that social resilience strengthening mechanisms are incorporated in flood risk management as they strive to achieve SDG 11 of making cities inclusive, safe, resilient and sustainable. Originality/value The study showed how floods can negatively impact the social resilience of low-income communities, which is different from common knowledge that floods can enhance community social resilience.

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Section: Continuous Learning and Innovationmentioning

confidence: 68%

The correlation between social resilience and flooding in low-income communities: a case of Mzuzu City, Malawi

Bwanali

Manda

2023

IJDRBE

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“…Referring to previous studies, we took the gender, age, education, tenure, position, and company nature of employees as control variables ( Yao et al, 2020 ; Mubarak et al, 2021 ).…”

Section: Methodsmentioning

confidence: 99%

Do overqualified employees hide knowledge? The mediating role of psychological contract breach

Zhang

Shan

et al. 2022

Front. Psychol.

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Although the negative effects of a sense of overqualification on organizations and individuals have been examined, it is debatable whether overqualified employees hide knowledge. Relying on the social comparison theory and psychological contract theory, this paper tried to investigate the non-linear relationship between perceived overqualification and knowledge hiding via psychological contract breach by surveying employees with bachelor’s degrees or above and eventually recruited 475 participants. The results indicated that psychological contract breach acts a partial mediating role in the inverted U-shaped relationship between perceived overqualification and knowledge hiding, while leader-member exchange acts as a moderator. The finding manifests that overqualification encourages employees to hide knowledge, but their possibly vigorous aspects will be displayed when a certain limit is exceeded. This study benefits organizations by advising them to dialectically treat and properly place overqualified employees and contributes to the research on overqualified employees’ knowledge management by offering a new explanation and complete understanding of perceived overqualification and knowledge hiding, with specific focus given to the psychological states of employees.

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“…There are many potential causes of knowledge-hiding practices, but some research has indicated that a lack of participation and engagement in timely information transfer increases knowledge-hiding behaviour (Irum et al, 2020). Knowledge-hiding behaviour is increased when employees are exposed to passive leadership because of chronic stress for employees, and becomes difficult to regain control over their work (Mubarak et al, 2021). On contrary, knowledge-hiding behaviour is diminished when a reciprocal social exchange or a dominant mastery environment exists ( Cerne et al, 2014).…”

Section: Paradoxical Leadership and Knowledge Hidingmentioning

confidence: 99%

Paradoxical leadership and employee creativity: knowledge sharing and hiding as mediators

Devi

2023

JKM

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Purpose This study aims to explore the mediating role played by the contradictory behaviour of knowledge sharing and knowledge hiding in the relationship between paradoxical leadership and employee creativity. Design/methodology/approach A survey was conducted with 276 employees working in information technology firms in India. “To assess the relationship between the constructs, single and parallel mediation analysis of structural equation modelling (SEM) and confirmatory factor analysis (CFA) have been performed”. Findings This study found that paradoxical leadership is significantly associated with employee creativity. Besides, it has also been found that knowledge sharing has emerged as a mediator that explains the relationship between paradoxical leadership and creativity, while knowledge hiding has not been a mediator to explain the relationship between paradoxical leadership and creativity among employees. According to the study, it was found that discouraging knowledge-hiding behaviour can increase employee knowledge sharing, which in turn fosters employee creativity. Research limitations/implications Research has examined the relationship between paradoxical leadership and employee creativity in this paradigm, as well as the roles of knowledge sharing and knowledge hiding as mediators. Practical implications The results of this study will help top management to create strategies for enhancing the relationship between a leader and their subordinates by using effective knowledge management strategies that foster employee creativity. Employee creativity would be facilitated effectively by the paradoxical leader who regulates knowledge-hiding behaviour among employees and promotes knowledge-sharing behaviour. Originality/value This study addresses the gap in prior research by investigating the role of paradoxical leadership in managing the contradictory behaviours of knowledge sharing and hiding and their impact on employee creativity. As the motivation for knowledge sharing and hiding are inherently distinct, leaders with paradoxical qualities foster a culture of openness and trust to encourage knowledge-sharing while discouraging knowledge-hiding behaviour. By controlling knowledge-hiding behavior empowers employees to make meaningful contributions to the organization’s success through effective collaboration and teamwork, allowing for a more innovative and creative workplace. Because preventing knowledge-hiding behaviour is a means to promote knowledge sharing and ultimately foster creativity in an organisation. Overall, this paper offers unique insights into the intricate dynamics of knowledge management and provides valuable recommendations for leaders managing employees exhibiting contradictory behaviours in the workplace.

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What Makes People Hide Knowledge? Influence of Passive Leadership and Creative Self-Efficacy

Cited by 9 publications

References 66 publications

The correlation between social resilience and flooding in low-income communities: a case of Mzuzu City, Malawi

The correlation between social resilience and flooding in low-income communities: a case of Mzuzu City, Malawi

Do overqualified employees hide knowledge? The mediating role of psychological contract breach

Paradoxical leadership and employee creativity: knowledge sharing and hiding as mediators

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