scholarly journals Knowledge hiding in organizational crisis: The moderating role of leadership

2022 ◽  
Vol 139 ◽  
pp. 161-172
Author(s):  
Tuyet-Mai Nguyen ◽  
Ashish Malik ◽  
Pawan Budhwar
Keyword(s):  
Organizational Crisis ◽  
Knowledge Hiding ◽  
Moderating Role

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

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

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

Kybernetes ◽  
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.

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 curvilinear relationship between knowledge leadership and knowledge hiding

2019 ◽  
Vol 40 (6) ◽  
pp. 669-683 ◽  
Author(s):  
Qing Xia ◽  
Shumin Yan ◽  
Yuliang Zhang ◽  
Baizhu Chen
Keyword(s):  
Collective Identity ◽  
Psychological Ownership ◽  
Hierarchical Regression ◽  
Curvilinear Relationship ◽  
Content Type ◽  
Level Of Knowledge ◽  
Knowledge Leadership ◽  
Knowledge Hiding ◽  
Moderating Role

Purpose The purpose of this paper is to examine the curvilinear relationship between knowledge leadership and knowledge hiding and the moderating role of psychological ownership on influencing the curvilinear relationship. Design/methodology/approach In total, 403 data were collected from participants in a high-technology company via a two-wave survey. Hierarchical regression analyses were used to test the hypotheses. Findings Results revealed an inverted U-shaped relationship between knowledge leadership and knowledge hiding. The employees exhibited more knowledge hiding in a moderate level of knowledge leadership than in lower and higher levels of knowledge leadership. Moreover, psychological ownership significantly moderated the curvilinear relationship such that the inverted U-shaped relationship was more pronounced among employees with high psychological ownership. Practical implications Employees’ reaction to knowledge leadership may vary from different levels of knowledge leadership. Moreover, organizations should boost employees’ psychological ownership especially for the collective identity that helps them own knowledge as “ours.” Originality/value This study extends both the leadership and knowledge management behavior literatures.

Perceived organizational politics, knowledge hiding and diminished promotability: how do harmony motives matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq ◽  
Yunita Sofyan ◽  
Yufan Shang ◽  
Luis Espinal Romani
Keyword(s):  
Decision Making ◽  
Organizational Politics ◽  
Work Relationships ◽  
Additional Contribution ◽  
Organizational Decision Making ◽  
Content Type ◽  
Covert Response ◽  
Knowledge Hiding ◽  
Moderating Role

Purpose This study aims to investigate an underexplored behavioral factor, knowledge hiding, that connects employees’ perceptions of organizational politics (POP) with their diminished promotability, while also considering the moderating role of employees’ harmony motives in this process. Design/methodology/approach The research hypotheses are tested with multisource, three-round data collected among employees and their supervisors. Findings Employees’ beliefs about self-serving organizational decision-making increase their propensity to hide knowledge, which, in turn, diminishes their promotability. This intermediate role of knowledge hiding is more prominent when their disintegration avoidance motive is strong but less prominent when their harmony enhancement motive is strong. Practical implications A refusal to share knowledge with organizational colleagues, as a covert response to POP, can create a negative cycle for employees. They are frustrated with decision-making practices that are predicated on favoritism, but by choosing seemingly subtle ways to respond, they compromise their own promotion prospects. To avoid this escalation, employees should adopt an active instead of passive approach toward maintaining harmony in their work relationships. Originality/value This research contributes to extant research by detailing a hitherto overlooked reason that employees’ frustrations with dysfunctional politics may escalate into an enhanced probability to miss out on promotion opportunities. They respond to this situation by engaging in knowledge hiding. As an additional contribution, this study details how the likelihood of this response depends on employees’ harmony motives.

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.

scholarly journals The identification-loyalty relationship in a university context of crisis: the moderating role of students and graduates

2020 ◽  
Vol 20 (3) ◽  
pp. 53-60 ◽  
Author(s):  
Gabriel Cachón Rodríguez ◽  
◽  
Camilo Prado Román ◽  
Keyword(s):  
Online Survey ◽  
Education Institution ◽  
Moderating Effect ◽  
Organizational Crisis ◽  
Public Higher Education ◽  
Moderating Effects ◽  
The Relationship ◽  
The Empirical Analysis ◽  
Moderating Role

The aim of this study is to analyse the relationship between identification and loyalty in a public higher education institution in an institutional crisis context. In addition, the differences regarding the possible moderating effect that two of its main stakeholder categories can have on this relationship are studied, which are students and graduates. The information needed to conduct the empirical analysis was obtained from an online survey. Data processing was carried out using the PLS-SEM technique. The results show that in a context of institutional crisis, identification influences university loyalty positively and significantly. However, the existence of certain differences between the two stakeholder categories considered is detected, with the moderating effect being more intense in the group of students than in the group of graduates. It is a useful contribution as it is one of the first studies in which the proposed relationships are analysed in a context of organizational crisis and, in addition, it is concerned with investigating the possible existence of differences in the moderating role played by two fundamental stakeholder categories. This contribution becomes more significant when comparing the moderating effects by using two non-parametric methods (PLS-MGA and permutations), which compared to other techniques have significant advantages to examine the proposed relationship. Important practical implications arise from the results of this work, which can be particularly useful for managers of the type of organisations analysed.

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