Customer knowledge hiding behavior in service multi-sided platforms

Purpose This study aims to investigate whether or not the two facets of pride, hubristic and authentic, are associated with knowledge hiding. Design/methodology/approach This study collects survey data (N = 343) from one of the leading information technology (IT) companies in Myanmar at two stages with a two-month interval. This study uses multiple regression analyses to test this study’s hypotheses. Findings Results reveal that hubristic pride is positively related to knowledge hiding, whereas the relationship between authentic pride and knowledge hiding is negative. These relationships are contingent upon the level of employees’ self-efficacy. Research limitations/implications This study suggests that managers should include measures for moral emotions in their recruitment and selection criteria. Furthermore, the authors suggest that managers should design strategies to induce moral emotions at the workplace and enhance personal resources (e.g. self-efficacy), which have an instrumental effect in maximizing the prosocial facet of pride (i.e. authentic pride) as well as minimizing adverse experiences of the antisocial facet of pride (i.e. hubristic pride), thereby reducing knowledge hiding. Originality/value The findings shed light on the significance of the inclusion of emotional variables in understanding employees’ knowledge hiding. To the best of the authors’ knowledge, this study is the first empirical study to examine the combined effect of emotive and cognitive variables in predicting knowledge hiding by demonstrating that hubristic pride only mitigates knowledge hiding behavior among high self-efficacious employees.

Download Full-text

Workplace incivility and knowledge hiding behavior: does personality matter?

Journal of Organizational Effectiveness People and Performance ◽

10.1108/joepp-06-2018-0041 ◽

2018 ◽

Vol 5 (3) ◽

pp. 278-288 ◽

Cited By ~ 17

Author(s):

Rasidah Arshad ◽

Ida RosnitaI Ismail

Keyword(s):

Workplace Incivility ◽

Hierarchical Regression ◽

Personal Factors ◽

Content Type ◽

Realistic Job Preview ◽

Emotions In The Workplace ◽

Hiding Behavior ◽

Knowledge Hiding ◽

The Relationship ◽

Personality Disposition

PurposeThe purpose of this paper is to examine the relationship between workplace incivility and knowledge hiding, and role of personality disposition (neuroticism) in moderating such relationships.Design/methodology/approachData were collected from 108 employees nested in 18 teams from private sectors via survey questionnaire. Confirmatory factor analysis and hierarchical regression models were used to test the hypotheses.FindingsThe findings show that the higher the level of workplace incivility experienced by the team members, the higher the tendency for them to hide knowledge and this relationship is moderated by neuroticism. Specifically, the relationship was found to be stronger for those employees high in neuroticism compared to those low in neuroticism.Practical implicationsThe study offers important implication in term of knowledge hiding prevention or reduction. The behavior can be reduced by creating awareness among employees on the importance of civility at work via campaign, realistic job preview and leading by example. To manage the effect of neuroticism, managers need to identify those high in the trait and provide them with training on how to better regulate and manage negative emotions in the workplace.Originality/valueThe study contributes to the research on knowledge hiding behavior by advancing the understanding of organizational and personal factors that can influence knowledge hiding among employees working in team. It is the first to propose and empirically validate the predictive effect of workplace incivility on knowledge hiding. It also addresses the usefulness of examining personality disposition in understanding the relationship between workplace incivility and knowledge hiding behavior.

Download Full-text

Abusive Supervision and Its Impact on Knowledge Hiding Behavior Among Sales Force

Frontiers in Psychology ◽

10.3389/fpsyg.2021.800778 ◽

2021 ◽

Vol 12 ◽

Author(s):

Rana Faizan Gul ◽

Liu Dunnan ◽

Khalid Jamil ◽

Fazal Hussain Awan ◽

Basharat Ali ◽

...

Keyword(s):

Psychological Contract ◽

Abusive Supervision ◽

Sales Force ◽

Partial Least Square ◽

Insurance Companies ◽

Equation Modeling ◽

Psychological Contract Breach ◽

Contract Breach ◽

Hiding Behavior ◽

Knowledge Hiding

The purpose of this study is to test the relationship between abusive supervision and employee’s knowledge hiding behavior (evasive hiding, playing dumb, rationalized hiding) among sales force of insurance companies in Pakistan. The paper also strives to theoretically discuss and then seek empirical evidence to the mediational paths of psychological contract breach that explain the focal relationship between abusive supervision and knowledge hiding. To test the proposed hypotheses, the study draws cross-sectional data from sales force of insurance companies working in Pakistan. Data were collected through structured questionnaire and using convenient sampling technique. The final sample of 340 valid and complete responses analyzed using structured equation modeling (partial least square) approach. Results showed that abusive supervision is positively related to employee’s knowledge hiding behaviors. Also, mediating variable psychological contract breach partially mediates the abusive supervision-knowledge hiding behavior linkage. Current study has tested the positive relationship between abusive supervision and knowledge hiding behaviors unlike most of the previous investigations that have focused on knowledge sharing behavior. The study also empirically investigated the mediational route of psychological contract breach, that explains the blame attributed by the beleaguered employee that led to covert retaliatory behavior, such as knowledge hiding. This paper contributes to knowledge hiding literature which is an important part of knowledge management from the perspective of abusive supervision based on both reactance theory and SET theory.

Download Full-text

The link between interpersonal conflict and knowledge hiding: mediated by relatedness need frustration, moderated by narcissistic rivalry

International Journal of Conflict Management ◽

10.1108/ijcma-05-2021-0072 ◽

2022 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Dirk De Clercq ◽

Tasneem Fatima ◽

Sadia Jahanzeb

Keyword(s):

Interpersonal Conflict ◽

Negative Relationship ◽

Mediating Effect ◽

Content Type ◽

Mediating Role ◽

Hard Time ◽

Need Frustration ◽

Time Lagged ◽

Hiding Behavior ◽

Knowledge Hiding

Purpose The purpose of this study is to investigate the relationship between employees’ experience of interpersonal conflict and their engagement in knowledge hiding, according to a mediating effect of their relatedness need frustration and a moderating effect of their narcissistic rivalry. Design/methodology/approach The tests of the hypotheses rely on three-wave, time-lagged data collected among employees in Pakistan. Findings A critical reason that emotion-based fights stimulate people to conceal valuable knowledge from their coworkers is that these employees believe their needs for belongingness or relatedness are not being met. This mediating role of relatedness need frustration is particularly salient among employees who are self-centered and see others as rivals, with no right to fight with or give them a hard time. Practical implications The findings indicate how organizations might mitigate the risk that negative relationship dynamics among their employees escalate into dysfunctional knowledge hiding behavior. They should work to hire and retain employees who are benevolent and encourage them to see colleagues as allies instead of rivals. Originality/value This research unpacks the link between interpersonal conflict and knowledge hiding by explicating the unexplored roles of two critical factors (relatedness need frustration and narcissistic rivalry) in this relationship.

Download Full-text

Loaded with knowledge, yet green with envy: leader–member exchange comparison and coworkers-directed knowledge hiding behavior

Journal of Knowledge Management ◽

10.1108/jkm-10-2019-0534 ◽

2020 ◽

Vol 24 (7) ◽

pp. 1653-1680 ◽

Cited By ~ 1

Author(s):

Qingxiong Weng ◽

Kashmala Latif ◽

Abdul Karim Khan ◽

Hussain Tariq ◽

Hirra Pervez Butt ◽

...

Keyword(s):

Social Comparison ◽

Current Knowledge ◽

Leader Member Exchange ◽

Interaction Patterns ◽

Content Type ◽

Wave Data ◽

Goal Interdependence ◽

Member Exchange ◽

Hiding Behavior ◽

Knowledge Hiding

Purpose This study aims to explore an interpersonal predictor of coworkers-directed knowledge hiding behavior – the leader–member exchange social comparison (LMXSC). This study integrates leader–member exchange literature with social comparison theory to hypothesize that an individual’s upward LMXSC is positively correlated with coworkers-directed knowledge hiding and that an individual’s feelings of envy are mediated by the relationship between upward LMXSC and coworkers-directed knowledge hiding behavior. Also, this study proposes two-way and three-way interaction patterns of goal interdependence, which can influence LMXSC–envy relationships. Design/methodology/approach Two independent studies are conducted to test the hypothesized relationships. In Study 1, the authors collected multi-wave data from a large public sector university in China (N = 1,131). The authors then replicated the Study 1 findings by collecting multi-source and multi-wave data from a telecom company based in China (n = 379). Findings The authors found support across both studies for the idea that upward LMXSC is a possible interpersonal predictor of coworkers-directed knowledge hiding behavior. More specifically, it was found that feelings of envy ensue from upward LMXSC, resulting in further coworkers-directed knowledge hiding behavior. Further, this study shows that the influence of upward LMXSC on knowledge hiding behavior via feelings of envy was weaker (stronger) when employees have high (low) cooperative goal interdependence with coworkers, respectively, and when employees have low (high) competitive goal interdependence with the coworkers, respectively. Originality/value This study extends current knowledge management literature by introducing LMXSC as an interpersonal predictor of coworkers-directed knowledge hiding behavior. This will help practitioners to curb such counterproductive behavior.

Download Full-text

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

Sustainability ◽

10.3390/su11205547 ◽

2019 ◽

Vol 11 (20) ◽

pp. 5547 ◽

Cited By ~ 5

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.

Download Full-text

Knowledge hiding: impact of interpersonal behavior and expertise

Human Resource Management International Digest ◽

10.1108/hrmid-01-2018-0010 ◽

2018 ◽

Vol 26 (2) ◽

pp. 30-32 ◽

Cited By ~ 9

Author(s):

Parijat Lanke

Keyword(s):

Knowledge Management ◽

Social Exchange ◽

Social Exchange Theory ◽

Interpersonal Behavior ◽

Content Type ◽

Hiding Behavior ◽

The One ◽

Knowledge Hiding ◽

A Company

Purpose This paper intends to put forward the role of interpersonal (in)justice among co-workers and their individual expertise as important factors contributing to knowledge hiding behavior. The paper is written with an intent to explain a conceptual model for practitioners’ benefit. The work is novel and covers the latest construct in the field of knowledge management and human resource management. Design/methodology/approach A conceptual framework is elaborated with a brief explanation of the theory that helps explain it. The framework although being novel in itself, the explanation has been drawn from existing literature. Findings If the co-workers do not treat each other with dignity and respect, it hampers their relationship. This in turn makes them hide knowledge from each other and at the same time if one of them holds an expertise power over the other, this behavior would be more enhanced. The whole relationship could be explained using social exchange theory. This holds implications for managers, especially when knowledge management is of paramount importance to a company for its sustenance. Practical implications This work provides new insights into knowledge hiding behavior by employees. Certain ways to reduce this behavior are proposed. Originality/value This paper is the one of the few written with an intent to bring knowledge hiding and its causes, to executives, in an easy to digest form. The concept is also newly introduced and these factors have not yet been brought up by any other researcher in the field.

Download Full-text

Perceived organizational support, psychological entitlement, and extra-role behavior: The mediating role of knowledge hiding behavior

Journal of Management & Organization ◽

10.1017/jmo.2019.1 ◽

2019 ◽

pp. 1-16 ◽

Cited By ~ 3

Author(s):

Ayman Mousa Mahmoud Alnaimi ◽

Husam Rjoub

Keyword(s):

Organizational Support ◽

Structural Equation ◽

Perceived Organizational Support ◽

Positive Impact ◽

Equation Modeling ◽

Role Behavior ◽

Mediating Role ◽

Psychological Entitlement ◽

Hiding Behavior ◽

Knowledge Hiding

AbstractResearch on the knowledge sharing has exploded over the past decades due to trends and integration of knowledge and talent management in modern workplace. However, knowledge hiding has been left unexplored; moreover, efforts to foster knowledge sharing remain because employees are unwilling to share their knowledge for several reasons. Drawing on psychological ownership and social exchange theory, this article investigated the nexus between perceived organizational support, psychological entitlement, knowledge hiding behavior, and extra-role behavior, and the mediating role of knowledge hiding behavior. Utilizing survey data collected from 375 employees in Jordanian commercial banks, a structural equation modeling was applied to analyze the data. Results from structural equation modeling show that (1) perceived organizational support has a positive impact on extra-role behavior, (2) knowledge hiding behavior has a negative impact on extra-role behavior, (3) psychological entitlement has a positive impact on knowledge hiding behavior, and (4) knowledge hiding behavior mediated the relationship between psychological entitlement and extra-role behavior. Implications for theory and practice are discussed.

Download Full-text