Minimizing the effects of defensive routines on knowledge hiding though unlearning

This study aimed to understand the psychological process behind employees’ knowledge hiding (KH) behaviors in organizations. KH is an intentional act of concealing knowledge when it is requested by a colleague and can lead to counterproductive consequences for the organization. Therefore, this study synthesized previous studies (n = 88) on KH through a systematic literature review. We used the cognitive–motivational–relational (CMR) theory of emotion to create a framework for the studies’ findings. Based on the framework, the psychological process behind KH has two stages—personal goal generation and the knowledge-request event appraisal process, each of which contains its own CMR process. In the first stage, an individual’s internal and external attributes related to the organization shape their personal goals. In the second stage, an individual appraises the features of a knowledge-request event in terms of both their personal goal and the internal and external attributes that created the goal. If the knowledge request is appraised as harmful for the personal goal, emotion arises and leads to the manifestation of KH. This study contributes to the knowledge management literature as, to our knowledge, it is the first to propose a CMR theory-based framework to understand the overall psychological process behind KH.

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Antecedents and consequences of knowledge hiding: The moderating role of knowledge hiders and knowledge seekers in organizations

Journal of Business Research ◽

10.1016/j.jbusres.2021.02.033 ◽

2021 ◽

Vol 128 ◽

pp. 303-313

Author(s):

Sheshadri Chatterjee ◽

Ranjan Chaudhuri ◽

Alkis Thrassou ◽

Demetris Vrontis

Keyword(s):

Antecedents And Consequences ◽

Knowledge Hiding ◽

Moderating Role

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Conflicting demands and the power of defensive routines in participatory action research

Action Research ◽

10.1177/1476750310366041 ◽

2010 ◽

Vol 8 (4) ◽

pp. 367-386 ◽

Cited By ~ 32

Author(s):

Gaby Jacobs

Keyword(s):

Action Research ◽

Participatory Action Research ◽

Participatory Action ◽

Conflicting Demands ◽

Defensive Routines

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Understanding knowledge hiding in the context of virtual workplaces

VINE Journal of Information and Knowledge Management Systems ◽

10.1108/vjikms-10-2020-0185 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Suman Choudhary ◽

Kirti Mishra

Keyword(s):

Design Methodology ◽

Virtual Work ◽

Theory Approach ◽

Loss Of Control ◽

Content Type ◽

Work Arrangements ◽

Management Literature ◽

Knowledge Hiding ◽

Grounded Theory Approach ◽

Depth Interviews

Purpose This paper aims to explore the implications of virtual work arrangements on employee knowledge hiding (KH) behaviour and the different strategies of KH used by employees in these arrangements. Design/methodology/approach Following a grounded theory approach to understanding KH, 21 semi-structured in-depth interviews were conducted with employees engaged in virtual working setups. The data collected from these informants were then analysed using qualitative methods. Findings The study revealed that virtual work arrangements increase employee KH behaviour because of three reasons: ease of hiding, digital burnout and loss of control. Further, the study found that rationalized hiding is the most commonly adopted strategy by employees engaged in virtual work arrangements, while inclinations towards evasive hiding strategy decrease in this arrangement. Originality/value This is the first study in knowledge management literature that seeks to explain KH in the virtual work context.

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

International Journal of Project Management ◽

10.1016/j.ijproman.2022.01.002 ◽

2022 ◽

Author(s):

Zhen Zhang ◽

Min Min ◽

Xiaolin Cai ◽

Huihui Qiu

Keyword(s):

Performance Effect ◽

Mediating Role ◽

Project Complexity ◽

Knowledge Hiding

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Every coin has two sides: the impact of time pressure on employees’ knowledge hiding

Journal of Knowledge Management ◽

10.1108/jkm-02-2021-0149 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Xianchun Zhang ◽

Zhu Yao ◽

Wan Qunchao ◽

Fu-Sheng Tsai

Keyword(s):

Time Pressure ◽

Negative Impact ◽

Positive Impact ◽

Job Security ◽

Statistical Technique ◽

Content Type ◽

Individual Knowledge ◽

Negative Effect ◽

Knowledge Hiding ◽

The Impact

Purpose Time pressure is the most common kind of work pressure that employees face in the workplace; the existing research results on the effect of time pressure are highly controversial (positive, negative, inverted U-shaped). Especially in the era of knowledge economy, there remains a research gap in the impact of time pressure on individual knowledge hiding. The purpose of this paper is to explore the impact of different time pressure (challenge and hindrance) on knowledge hiding and to explain why there is controversy about the effect of time pressure in the academics. Design/methodology/approach The authors collected two waves of data and surveyed 341 R&D employees in China. Moreover, they used regression analysis, bootstrapping and Johnson–Neyman statistical technique to verify research hypotheses. Findings The results show that challenge time pressure (CTP) has a significant negative effect on knowledge hiding, whereas hindrance time pressure (HTP) has a significant positive effect on knowledge hiding; job security mediates the relationship between time pressure and knowledge hiding; temporal leadership strengthen the positive impact of CTP on job security; temporal leadership can mitigate the negative impact of HTP on job security. Originality/value The findings not only respond to the academic debate about the effect of time pressure and point out the reasons for the controversy but also enhance the scholars’ attention and understanding of the internal mechanism between time pressure and knowledge hiding.

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Impact of linguistic ostracism on knowledge sharing, hiding and hoarding and the moderating role of cultural intelligence

Kybernetes ◽

10.1108/k-12-2020-0906 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Mohammad Jamal Albana ◽

Mehmet Yeşiltaş

Keyword(s):

Knowledge Sharing ◽

Cultural Intelligence ◽

Causal Link ◽

Equation Modeling ◽

Content Type ◽

Knowledge Hoarding ◽

Knowledge Hiding ◽

The Impact ◽

Moderating Role

PurposeDrawing on the theory of belongingness, this study scrutinizes the impact of linguistic ostracism on knowledge sharing, knowledge hiding and knowledge hoarding and the moderating role of cultural intelligence (CQ) in a diverse and multi-cultural work setting.Design/methodology/approachA two-phase sampling of judgmental and random sampling techniques was used to recruit local and foreign workers in the Jordanian service industry. The present study empirically analyzes the sample of 394 employees' responses by applying variance-based structural equation modeling (VB-SEM).FindingsVB-SEM results indicate that linguistic ostracism lessens knowledge sharing behavior and heightens knowledge hiding and hoarding. CQ moderates two of the said associations, specifically by buffering the causal link between linguistic ostracism and knowledge hiding, as well as linguistic ostracism and knowledge hoarding. Consequently, CQ did not moderate the causal link between linguistic ostracism and knowledge sharing.Practical implicationsThe study's findings can help managers and decision-makers in such workplaces better understand the deleterious effects of linguistic ostracism and how CQ functions as a buffer. The study concludes with theoretical and managerial implications.Originality/valueVery few investigations have been conducted to determine the consequences of linguistic ostracism in today's multi-cultural and diverse work environment. This paper is among the first to unveil the association of linguistic ostracism and CQ with various knowledge management (KM) concepts.

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