Mitigating the negative performance effect of project complexity through an informal mechanism: The conditional mediating role of knowledge hiding

2022 ◽  
Author(s):  
Zhen Zhang ◽  
Min Min ◽  
Xiaolin Cai ◽  
Huihui Qiu
Keyword(s):  
Performance Effect ◽  
Mediating Role ◽  
Project Complexity ◽  
Knowledge Hiding

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.

scholarly journals Workplace Ostracism and Knowledge Hiding: The Mediating Role of Job Tension

2019 ◽  
Vol 11 (20) ◽  
pp. 5547 ◽  
Author(s):  
Sidra Riaz ◽  
Yusen Xu ◽  
Shahid Hussain
Keyword(s):  
Textile Industry ◽  
Employee Loyalty ◽  
Job Tension ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
Time Lagged ◽  
Hiding Behavior ◽  
Knowledge Hiding ◽  
The Impact

This study examined the impact of workplace ostracism on employees’ knowledge hiding behavior. Based on the conservation of resource theory, this study seeks to identify the effects of job tension as a mediator and the moderating effect of employee loyalty. Using a time-lagged research design, we collected the data from 392 employees of the textile industry. Results indicate that workplace ostracism positively influences the knowledge hiding behavior such as evasive hiding and playing dumb, whereas it is not significantly related with rationalized hiding. More specifically, workplace ostracism increases the feeling of job tension, while job tension mediates the relationship between workplace ostracism and knowledge hiding. In addition, we found that workplace ostracism demolished the benefits of employee loyalty, as high workplace ostracism more strongly influences the feeling of job tension. We also discussed the theoretical and practical implications.

Is knowledge a tenement? The mediating role of team member exchange over the relationship of big five personality traits and knowledge-hiding behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
M. Ali Hamza ◽  
Saqib Rehman ◽  
Adnan Sarwar ◽  
Komal Nadeem Choudhary
Keyword(s):  
Personality Traits ◽  
Big Five ◽  
Big Five Personality ◽  
Content Type ◽  
Mediating Role ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Hiding Behavior ◽  
Knowledge Hiding

Purpose The organizational success to achieve and maintain its competitiveness is ascribed in the effectiveness of its knowledge management (KM) system, which depends on its employees’ impetus to exhibit knowledge sharing behavior. When an employee hides knowledge, an organization somewhat loses its part of knowledge, which causes loss to the organization eventually. This study aims to examine the impact of personality traits and one’s ethnicity on knowledge hiding behavior (KHB) by focusing on mediating role of team member exchange (TMX). Design/methodology/approach A total 308 questionnaires are collected from the public sector organizations (Livestock and Dairy Development Department, Punjab, Pakistan), out of them 300 are used in the analysis. Through Google e-survey form, cross-sectional data using convenience sampling are collected from the Gazetted officers (managerial level) of the department. Findings The paper provides empirical insights about three personality traits, i.e. openness, conscientiousness and neuroticism, and ethnicity have positive relation with KHB, whereas TMX as a mediator converts this positive relation into negative. Remaining two personality traits, i.e. extraversion and agreeableness, have negative relation with KHB, whereas TMX as a mediator strengthens this negative relationship with KHB. Research limitations/implications The broad context of research and large number of items made it difficult to collect the responses. In future studies, 50 items of big five should be replaced with mini scale. Empirical explanation of the relation between ethnicity and knowledge hiding is an addition to body of knowledge in general, particularly in context of Pakistan. Practical implications This study has the power to help managers in managing their team members and to understand what kind of personality and social group involvements promote knowledge sharing culture within the organization. Originality/value To broaden the understanding of KM domain, this study adds value in the relationship between big five personality traits, ethnicity and KHB of employees by finding the mediating effect of TMX in the context of Pakistani organizations.

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.

Abusive supervision and its relationship with knowledge hiding: the mediating role of distrust

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rayees Farooq ◽  
Almaas Sultana
Keyword(s):  
Literature Review ◽  
Systematic Literature Review ◽  
Design Methodology ◽  
Keyword Search ◽  
Abusive Supervision ◽  
Content Type ◽  
Mediating Role ◽  
Knowledge Hiding ◽  
The Relationship

Purpose The purpose of this study is to analyze the relationship between abusive supervision and knowledge hiding. The study also examines the mediating role of distrust in the relationship between abusive supervision and knowledge hiding. Design/methodology/approach The procedure used in the study is a systematic literature review covering abusive supervision, knowledge hiding, distrust from 1994 to 2021. The studies were explored using the keyword search such as, “abusive supervision,” “knowledge hiding” and “distrust” from the selected databases including Emerald, ScienceDirect, EbscoHost and Google Scholar. Findings The study found that abusive supervision is positively related to knowledge hiding and distrust mediates the relationship between abusive supervision and knowledge hiding. The study also proposes procrastination as one of the dimensions of knowledge hiding. Originality/value The study is an attempt to uncover a series of relationships between abusive supervision, knowledge hiding and distrust, which may enhance academic discussion and also offer clarity to the conceptualization of these two fields.

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