Why you hide what you know: Neuroscience behind knowledge hiding

Issac, Abraham Cyril; Issac, Thomas Gregor; Baral, Rupashree; Bednall, Timothy Colin; Thomas, Tina Susan

doi:10.1002/kpm.1677

Cited by 10 publications

(11 citation statements)

References 96 publications

(155 reference statements)

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“…Finally, while the proposed model explicated the phenomenon of interest relatively well, it is not comprehensive and may be further extended by including other variables. For example, recent research has emphasized the importance of personal power (Issac et al , 2022), adverse personality traits (Kmieciak, 2022) and mental conditions (Issac et al , 2021) in the context of counterproductive knowledge behavior, which may become interesting additions to the future models.…”

Section: Discussionmentioning

confidence: 99%

Antecedents and consequences of knowledge sabotage in the Turkish telecommunication and retail sectors

Serenko

Abubakar²

2022

JKM

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Purpose This study aims to propose and test a model explicating the antecedents and consequences of knowledge sabotage. Design/methodology/approach Data obtained from 330 employees working in the Turkish retail and telecommunication sectors were analyzed by means of the Partial Least Squares Structural Equation Modeling technique. Findings Co-worker knowledge sabotage is the key factor driving knowledge sabotage behavior of individual employees, followed by co-worker incivility. Interactional justice suppresses individual knowledge sabotage, while supervisor incivility does not affect it. Co-worker knowledge sabotage reduces job satisfaction of other employees, which, in turn, triggers their voluntary turnover intention. Contrary to a popular belief that perpetrators generally benefit from their organizational misbehavior, the findings indicate that knowledge saboteurs suffer from the consequences of their action because they find it mentally difficult to stay in their current organization. Employees understate their own knowledge sabotage engagement and/or overstate that of others. Practical implications Managers should realize that interactional justice is an important mechanism that can thwart knowledge sabotage behavior, promote a civil organizational culture, develop proactive approaches to reduce co-worker incivility and strive towards a zero rate of knowledge sabotage incidents in their organizations. Co-worker incivility and co-worker knowledge sabotage in the workplace are possible inhibitors of intraorganizational knowledge flows and are starting points for job dissatisfaction, which may increase workers’ turnover intention. Originality/value This study is among the first to further our knowledge on the cognitive mechanisms linking interactional justice and uncivil organizational behavior with knowledge sabotage and employee outcomes.

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Section: Discussionmentioning

confidence: 99%

Antecedents and consequences of knowledge sabotage in the Turkish telecommunication and retail sectors

Serenko

Abubakar²

2022

JKM

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“…Transfer and conversion of knowledge to institutional memory essentially adds to the vibrancy of any organisation (Del Giudice et al , 2015). Previous studies have shown that effective knowledge sharing is positively related to prompt project completion (Ardito et al , 2019; Issac et al , 2021a, 2021b), improved organisational performance (Fait et al , 2019; Pereira and Mohiya, 2021), drastically lower costs of production (Pereira et al , 2021) and increased sales and revenue (Ali et al , 2021; Almeida et al , 2021; Cabrera and Cabrera, 2002). Considering these holistic benefits, organistations have diligently invested in efficient knowledge management systems to optimise the levels of knowledge sharing.…”

Section: Introductionmentioning

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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“…Fourth, the sudden departure of numerous fellow coworkers within a very short time may have a negative psychological effect on the remaining employees, causing anxiety, stress and disappointment. Employees exhibiting such poor mental states are less likely to share their knowledge with others (Issac et al , 2021; Kmieciak, 2022), which may further impede intra-organizational knowledge flows. Fifth, when people work together, they often start socializing; develop workplace friendships which are based on common interests, trust, reciprocal liking and shared values; and eventually create networks of friendship ties connecting multiple coworkers (Sias and Cahill, 1998; Berman et al , 2002; Serenko et al , 2022).…”

Section: The Knowledge-related Impacts Of the Great Resignationmentioning

confidence: 99%

The Great Resignation: the great knowledge exodus or the onset of the Great Knowledge Revolution?

Serenko

2022

JKM

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Purpose The purpose of this Real Impact Viewpoint Article is to analyze the phenomenon of the Great Resignation from the knowledge management perspective. Design/methodology/approach It applies the knowledge-based view of the firm to the notion of the Great Resignation, reviews the extant literature and relies on secondary data. Findings The Great Resignation has created numerous knowledge-related impacts on the individual, organizational and national levels. On the individual level, because of an accelerating adoption of freelancing, the future may witness an expansion of the category of the knowledge worker and a growing need for personal knowledge management methods and information technologies. Organizational effects include knowledge loss, reduced business process efficiency, damaged intra-organizational knowledge flows, lower relational capital, lost informal friendship networks, difficulty attracting the best human capital, undermined knowledge transfer processes and knowledge leakage to competition. Countries may also witness the depletion of national human capital. Practical implications Managers should learn how to use the available human capital more efficiently; realize the importance of universal succession planning programs; automate knowledge-centric business processes; facilitate knowledge-based IT initiatives by implementing self-functioning virtual communities, including enterprise social networks; restructure organizations to optimize intra-organizational knowledge flows; adjust strategies, products and target markets based on the available human capital; and create telecommuting conditions for people with disabilities who cannot be physically present. Knowledge management scholars are presented with a unique opportunity to convert the numerous theoretical insights accumulated within the boundaries of their discipline into practical application to facilitate the Great Knowledge Revolution. Originality/value This viewpoint offers managerial recommendations and inspires future Great Resignation investigations.

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Why you hide what you know: Neuroscience behind knowledge hiding

Cited by 10 publications

References 96 publications

Antecedents and consequences of knowledge sabotage in the Turkish telecommunication and retail sectors

Antecedents and consequences of knowledge sabotage in the Turkish telecommunication and retail sectors

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

The Great Resignation: the great knowledge exodus or the onset of the Great Knowledge Revolution?

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