Two facets of pride and knowledge hiding: an empirical analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Myat Su Han ◽  
Daniel Peter Hampson ◽  
Yonggui Wang
Keyword(s):  
Self Efficacy ◽  
Moral Emotions ◽  
Design Strategies ◽  
Content Type ◽  
Adverse Experiences ◽  
Hiding Behavior ◽  
Recruitment And Selection ◽  
Two Stages ◽  
Knowledge Hiding ◽  
Authentic Pride

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.

Knowledge hiding in academia: an empirical study of Indian higher education students

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Neha Garg ◽  
Asim Talukdar ◽  
Anirban Ganguly ◽  
Chitresh Kumar
Keyword(s):  
Higher Education ◽  
Academic Performance ◽  
Self Efficacy ◽  
The Body ◽  
Equation Modeling ◽  
Content Type ◽  
Indian Higher Education ◽  
Knowledge Hiding ◽  
Academic Self Efficacy

Purpose This study aims to investigate the role of knowledge hiding (KH) on academic performance, using three antecedents – relatedness with peers, territoriality of knowledge and performance motivation. It also looked into the moderating role of academic self-efficacy upon student’s KH behavior and academic performance. The research was grounded on the theory of reasoned action. Design/methodology/approachx Structural equation modeling (SEM) was used to analyze the five hypotheses. The data was collected through a primary survey based on a structured questionnaire with a sample size of 324 students from the Indian higher education institutions. Findings The study found that performance motivation and territoriality are positively associated with KH, which is further positively related to students’ academic performance. Sense of relatedness had no influence upon KH behavior, implying that proximity of social relationships does not predict KH behavior among students. Additionally, it was also observed that while evasive (a situation where the knowledge hider deliberately provides incorrect, partial or misleading information) and rationalized KH (a situation where the knowledge hider tries to provide a rational justification for not sharing the knowledge) had a significant influence on the academic performance of the students, the effect of “playing dumb” was not significant. The study did not reveal any moderating effect of academic self-efficacy on all three forms of KH and academic performance. Practical implications The findings of the study are expected to be valuable for instructors, administrative authorities and policymakers at the higher education level, to create a more conducive teaching and learning environment. Out of the three hiding strategies, students indulge more often in rationalized KH. Based on the outcomes of this research, management may focus toward the creation of an institutional environment conducive toward knowledge sharing interdependency among students. Originality/value One of the novel contributions of this study is that it analyzes Indian higher education, providing a developing country perspective, thereby contributing to the body of knowledge in knowledge management and hiding. The study also intends to understand the interplay of constructs such as KH, territoriality, sense of relatedness and academic performance, which have not been discussed previously within the higher education context, thus making the research work original. The study was done among the students and hence, brings in the academic perspective in the KH literature, which has seen limited research impetus.

Workplace incivility and knowledge hiding behavior: does personality matter?

2018 ◽  
Vol 5 (3) ◽  
pp. 278-288 ◽  
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.

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

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.

scholarly journals Top-down knowledge hiding and innovative work behavior (IWB): a three-way moderated-mediation analysis of self-efficacy and local/foreign status

2019 ◽  
Vol 24 (2) ◽  
pp. 127-149 ◽  
Author(s):  
Ghulam Ali Arain ◽  
Zeeshan Ahmed Bhatti ◽  
Imran Hameed ◽  
Yu-Hui Fang
Keyword(s):  
Self Efficacy ◽  
Moderated Mediation ◽  
Work Behavior ◽  
Top Down ◽  
Diverse Range ◽  
Mediation Effects ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Knowledge Hiding

Purpose This paper aims to examine the consequences for innovative work behavior (IWB) of top-down knowledge hiding – that is, supervisors’ knowledge hiding from supervisees (SKHS). Drawing on social learning theory, the authors test the three-way moderated-mediation model in which the direct effect of SKHS on IWB is first mediated by self-efficacy and then further moderated by supervisor and supervisee nationality (locals versus foreigners). Design/methodology/approach The authors collected multi-sourced data from 446 matched supervisor-supervisee pairs working in a diverse range of organizations operating in the Kingdom of Saudi Arabia. After initial data screening, confirmatory factor analysis was conducted to test for the factorial validity of the used measures with AMOS. The hypothesized relationships were tested in regression analysis with SPSS. Findings Results showed that SKHS had both direct and mediation effects, via the self-efficacy mediator, on supervisee IWB. The mediation effect was further moderated by supervisor and supervisee nationality (local versus foreigners), which highlighted that the effect was stronger for supervisor–supervisee pairs that were local-local or foreigner-foreigner than for pairs that were local-foreigner or foreigner-local. Originality/value This study contributes to both knowledge hiding and IWB literature and discusses the useful theoretical and practical implications of the findings.

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

2020 ◽  
Vol 24 (7) ◽  
pp. 1653-1680 ◽  
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.

Knowledge hiding: impact of interpersonal behavior and expertise

2018 ◽  
Vol 26 (2) ◽  
pp. 30-32 ◽  
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.

Mitigating knowledge hiding in firms: an exploratory study

2020 ◽  
Vol 15 (4) ◽  
pp. 631-645 ◽  
Author(s):  
Atif Saleem Butt
Keyword(s):  
United Arab Emirates ◽  
Qualitative Interviews ◽  
Structured Interviews ◽  
Senior Managers ◽  
Case Study Methodology ◽  
Content Type ◽  
Incentive Policy ◽  
Chain Of Command ◽  
Hiding Behavior ◽  
Knowledge Hiding

PurposeThe purpose of this paper is to explore how firms can mitigate knowledge hiding behavior among their managers.Design/methodology/approachThis study employs a multiple case study methodology for studying nine United Arab Emirates-based (UAE-based) firms. Furthermore, 26 semi-structured interviews with senior managers are undertaken.FindingsBased on the qualitative interviews and comprehensive data analysis, results unveil three strategies that firms can opt for in order to mitigate knowledge hiding behavior among managers (reducing chain of command, developing informal interaction among managers, introducing and implementing incentive policy.Research limitations/implicationsThis study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to the UAE culture only.Practical implicationsFirms can use the findings from this study to understand strategies that can help them to mitigate the knowledge hiding behavior of managers.Originality/valueThis study contributes to knowledge hiding literature by revealing strategies which discourages knowledge hiding behavior in firms.

Organizational rewards and knowledge hiding: task attributes as contingencies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhen Zhang ◽  
Min Min
Keyword(s):  
Task Complexity ◽  
Task Interdependence ◽  
High Tech ◽  
Content Type ◽  
Negative Effect ◽  
Organizational Rewards ◽  
Time Lagged ◽  
Hiding Behavior ◽  
Knowledge Hiding ◽  
And Task

PurposeAlthough scholars have provided sufficient empirical evidence on the effectiveness of organizational rewards in managing knowledge sharing, little attention has been paid to the relationship between organizational rewards and knowledge hiding. Drawing on self-determination theory (SDT), this study aims to investigate the effects of financial and nonfinancial rewards on employees' knowledge-hiding behavior as well as the moderating role of task attributes.Design/methodology/approachThis paper examines the hypotheses by conducting a time-lagged survey from a sample of 186 knowledge workers in Chinese high-tech firms.FindingsThe findings of this study reveal that financial rewards are positively associated with knowledge hiding, whereas nonfinancial rewards have a negative effect on knowledge. Moreover, task interdependence significantly moderates the effects of organizational rewards on employees' knowledge-hiding behavior. In addition, the interaction between nonfinancial rewards and task complexity is negatively related to knowledge hiding.Originality/valueThis study is one of the first to investigate the effects of financial rewards and nonfinancial rewards on employees' knowledge-hiding behavior, as well as the moderating roles of task interdependence and task complexity.

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.

scholarly journals Conceptualising patterns of career commitment: the leaving process in hospitality

2020 ◽  
Vol 32 (1) ◽  
pp. 126-147 ◽  
Author(s):  
Maria Gebbels ◽  
Ioannis S. Pantelidis ◽  
Steven Goss-Turner
Keyword(s):  
Self Efficacy ◽  
Hospitality Industry ◽  
Career Commitment ◽  
Structured Interviews ◽  
Content Type ◽  
Transient Nature ◽  
Recruitment And Selection ◽  
Hospitality Managers ◽  
Life History Methodology ◽  
Relevant Degree

Purpose This paper aims to examine the interplay between self-efficacy and career inheritance and its influence on career commitment in the hospitality sector. High labour turnover, unclear career paths and the transient nature of the work available in hospitality render it a suitable industry context that allows us to explore career commitment patterns. Design/methodology/approach Drawing on life history methodology, semi-structured interviews were conducted with hospitality professionals holding a relevant degree but no longer employed in the hospitality industry. Findings The findings revealed the interplay between self-efficacy, career inheritance and career commitment, as well as the speed of decline of career commitment, visualised as patterns of the leaving process. Although an infinite number of variations are possible, data unveiled the three main patterns. Research limitations/implications The schematic illustrations of the patterns of the leaving process are not representative. The purposive sample comprises only ex-hospitality professionals, and generalisations can be considered in future studies. Practical implications This newly conceptualised understanding of career commitment enables researchers to reconsider the fundamental reasons why individuals leave the hospitality industry, whilst also offering hospitality managers deeper insights into how the three identified patterns could inform recruitment and selection. Originality/value This paper contributes to the literature through its meaningful theoretical extension in the context of career development studies. The unique concept of the leaving process addresses the prevalent issue of turnover and generates important implications.

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