Knowledge hiding as a barrier to thriving: The mediating role of psychological safety and moderating role of organizational cynicism

2019 ◽  
Vol 40 (7) ◽  
pp. 800-818 ◽  
Author(s):  
Zhou Jiang ◽  
Xiaowen Hu ◽  
Zhongmin Wang ◽  
Xuan Jiang
Keyword(s):  
Psychological Safety ◽  
Mediating Role ◽  
Organizational Cynicism ◽  
Knowledge Hiding ◽  
Moderating Role

Organizational injustice and knowledge hiding: the roles of organizational dis-identification and benevolence

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sadia Jahanzeb ◽  
Dirk De Clercq ◽  
Tasneem Fatima
Keyword(s):  
Well Being ◽  
Content Type ◽  
Mediating Role ◽  
Knowledge Hiding ◽  
The Relationship ◽  
Sense Of Obligation ◽  
Moderating Role ◽  
Practical Implications ◽  
Organizational Injustice

PurposeWith a basis in social identity and equity theories, this study investigates the relationship between employees' perceptions of organizational injustice and their knowledge hiding, along with the mediating role of organizational dis-identification and the potential moderating role of benevolence.Design/methodology/approachThe hypotheses were tested with three-wave survey data collected from employees in Pakistani organizations.FindingsThe experience of organizational injustice enhances knowledge hiding because employees psychologically disconnect from their organization. This mediation by organizational dis-identification is buffered by benevolence or tolerance for inequity, which reduces employees' likelihood of reacting negatively to the unfavourable experience of injustice.Practical implicationsFor practitioners, this study identifies organizational dis-identification as a key mechanism through which employees' perceptions of organizational injustice spur their propensity to conceal knowledge, and it reveals how this process might be mitigated by a sense of obligation to contribute or “give” to organizational well-being.Originality/valueThis study establishes a more complete understanding of the connection between employees' perceptions of organizational injustice and their knowledge hiding, with particular attention devoted to hitherto unspecified factors that explain or influence this process.

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

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Limin Guo ◽  
Ken Cheng ◽  
Jinlian Luo
Keyword(s):  
Psychological Distress ◽  
Hostile Attribution Bias ◽  
Conservation Of Resources ◽  
Hostile Attribution ◽  
Content Type ◽  
Mediating Role ◽  
Attribution Bias ◽  
Knowledge Hiding ◽  
Moderating Role

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.

Effect of Cultural Differences on Performance of Merger and Acquisition via Psychological Safety: A Framework

2015 ◽  
Vol 6 (2) ◽  
Author(s):  
Jatinder Kumar Jha
Keyword(s):  
Cultural Differences ◽  
Cultural Difference ◽  
Psychological Safety ◽  
Poor Performance ◽  
Cultural Integration ◽  
Mediating Role ◽  
The Poor ◽  
Target Firms ◽  
Moderating Role

This article proposes a framework connecting cultural difference with performance of M & A via psychological safety of target firms employees. Existing studies have suggested the need of effective social-cultural integration post acquisition for the success of M & A of culturally distant firms. This paper includes leadership visibility as the boundary condition of relationship between cultural difference and psychological safety of the employees of target firms. Existing literature indicates cultural difference between merging organization as one of the factors for the poor performance of M&A. Proposed framework elucidate, mechanism through which cultural difference between merging firm effects the performance of M&A. However there is extant literature investigating effect of cultural difference on performance but studies examining the mechanism of this effect is still in its infancy. This study contribute to the literature by investigating the mediating role of psychological safety and moderating role of leadership visibility.

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