scholarly journals Why should I share knowledge with others? A review-based framework on events leading to knowledge hiding

2020 ◽  
Vol 33 (2) ◽  
pp. 379-399 ◽  
Author(s):  
Amitabh Anand ◽  
Piera Centobelli ◽  
Roberto Cerchione
Keyword(s):  
Organizational Change ◽  
Design Methodology ◽  
Psychological Ownership ◽  
Review Of The Literature ◽  
Personal Beliefs ◽  
Content Type ◽  
Managerial Attention ◽  
Sustainable Advantage ◽  
Future Events ◽  
Knowledge Hiding

PurposeThe significance of managing and sharing employee knowledge for successful organizational change, innovation, and for sustainable advantage has indeed been suggested by research since the last few decades. Despite numerous attempts to foster the sharing of knowledge in organizations, employees may not always be willing to share knowledge attributed due to personal beliefs or situational constraints leading to hiding of knowledge. This article provides a theoretical basis by identifying and illustrating the present and the possible myriad of knowledge hiding (KH) events by employees within organizations.Design/methodology/approachDrawing literature from numerous sources, this paper adopts synthesis and provides a review of the literature and proposes framework.FindingsThis paper identifies six broad drivers which may lead to KH, including: driven by situation explain the reason for unintentional hiding as a result of performance and competition leads to individual to have a motive to hide knowledge, driven by psychological ownership leads to controlled hiding, driven by hostility and abuse by employees or managers leads to victimized hiding and lastly driven by identity and norms leads to favoured hiding. Furthermore, this study uncovers three potential future events, which need managerial attention: negative reciprocity, influenced disengagement and perceived disengagement.Originality/valueThis paper also offers new insights to managers to understand the present events and foresee the possible reasons about the KH behaviour and how they can strategize to reduce these events and undergo organizational change.

Chinese study shows inverted U-shaped relationship between knowledge leadership and knowledge hiding

2020 ◽  
Vol 28 (3) ◽  
pp. 37-38
Keyword(s):  
Design Methodology ◽  
Psychological Ownership ◽  
Curvilinear Relationship ◽  
High Tech ◽  
Content Type ◽  
Chinese Study ◽  
Knowledge Leadership ◽  
Knowledge Hiding

Purpose The authors wanted to study the antecedents of knowledge hiding from a leadership perspective. Design/methodology/approach The authors tested two hypotheses on high-tech employees in China. H1 was: “There is a curvilinear relationship between knowledge leadership and knowledge hiding behaviors.” H2 was: “Psychological ownership moderates the inverted U-shaped relationship between knowledge leadership and employees’ knowledge hiding behaviors such that this relationship is more pronounced among employees with high psychological ownership compared to employees with low psychological ownership.” Findings Results revealed an inverted U-shaped relationship between knowledge leadership and knowledge hiding. Psychological ownership moderates the link between knowledge leadership and knowledge hiding. The inverted U-shaped relationship between knowledge leadership and knowledge hiding was more significant among employees with higher psychological ownership, whereas the inverted U-shaped relationship became weaker among employees with lower psychological ownership. Originality/value The paper was significant because previous researchers had not studied the antecedents of knowledge hiding from a leadership perspective.

scholarly journals Building capabilities for change: the crucial role of resilience

2017 ◽  
Vol 31 (1) ◽  
pp. 5-8
Author(s):  
Julie Hodges
Keyword(s):  
Organizational Change ◽  
Crucial Role ◽  
Design Methodology ◽  
Vital Role ◽  
Review Of The Literature ◽  
Content Type ◽  
Mba Students ◽  
Executive Mba ◽  
Practical Implications

Purpose This paper aims to discuss the importance of building internal capabilities for change. The main elements of building capabilities are highlighted, along with the benefits. In particular, there is focus on building resilience and how it can help people to respond to and cope with changes more effectively and efficiently. The paper concludes by emphasizing that developing resilience takes time but that research shows that it can impact on how individuals engage in organizational change. Design/methodology/approach The approach taken is a review of the literature. Data are also used from a group of executive MBA students who were asked what capabilities they thought were necessary to lead and manage change. Findings Findings show that resilience is a key capability for leading and managing organizational change. The components of resilience play a vital role in enabling people to cope with change. Practical implications The practical implications are that organizations need to develop the capabilities for change to ensure that change is sustained in organizations. Managers and HR staff should consider ways of building capabilities for change, especially resilience. Originality/value The value of this paper is that it emphasizes the importance of building capabilities for change, especially resilience.

Is this mine? Psychological ownership and the social media follower

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Caroline S.L. Tan
Keyword(s):  
Social Media ◽  
Design Methodology ◽  
Vital Role ◽  
Psychological Ownership ◽  
Structured Interviews ◽  
Content Type ◽  
Face To Face ◽  
The Social ◽  
Social Currency ◽  
Different Levels

Purpose The purpose of this study is to examine psychological ownership (PO) experienced by followers of social media influencers toward both influencer and the product. Design/methodology/approach Data were collected using face-to-face semi-structured interviews that were conducted with 30 respondents and analyzed using thematic analysis. Findings The study demonstrated that the PO experienced by the follower changes under different conditions resulting from perceived value, social currency and follower activity. Social currency plays a vital role in determining the target of PO, often affecting the narrative by the follower. Originality/value To the best of the author’s knowledge, this is the first paper to examine the transference of PO between product and influencer as experienced by the follower. It provides an understanding on PO that is experienced in different levels of intensity and changes depending on the motive of the follower; hence, transference of PO occurs and it is not a static.

Understanding knowledge hiding in the context of virtual workplaces

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.

scholarly journals Environmental determinants of destination competitiveness and its Tourism Attractions-Basics-Context, A-B-C, indicators

2020 ◽  
Vol 25 (50) ◽  
pp. 425-449 ◽  
Author(s):  
Lalita A. Manrai ◽  
Ajay K. Manrai ◽  
Stefanie Friedeborn
Keyword(s):  
Environmental Factors ◽  
Design Methodology ◽  
Future Research ◽  
Review Of The Literature ◽  
Environmental Determinants ◽  
Content Type ◽  
Destination Competitiveness ◽  
Managerial Implications ◽  
Tourism Attractions ◽  
Practical Implications

Purpose The purpose of this paper is to provide a comprehensive review of the literature and develop a model of the determinants, indicators and effects of destination competitiveness (DC), as well as several propositions. Design/methodology/approach This study thoroughly reviewed extant literature to develop a conceptual model and propositions. Findings Two key findings are listed below. First, 12 different environmental factors are identified and 12 propositions are developed linking these environmental factors to DC. Second, a new indicator of DC is developed, namely, Tourism Attractions-Basics-Context (TABC) model. The TABC model is simple and directly taps into the benefits tourists seek in a destination. Research limitations/implications Directions for future research are discussed in detail in the paper. Practical implications Managerial implications are discussed in detail in the paper. Originality/value The extant research on the topic of DC has been rather fragmented and incomplete in scope. The research presented in this paper addresses these limitations.

Coordinating humanitarian information

2012 ◽  
Vol 25 (3) ◽  
pp. 240-258 ◽  
Author(s):  
Andrea H. Tapia ◽  
Edgar Maldonado ◽  
Louis‐Marie Ngamassi Tchouakeu ◽  
Carleen F. Maitland
Keyword(s):  
Information Technology ◽  
Organizational Change ◽  
Information Management ◽  
Design Methodology ◽  
Humanitarian Relief ◽  
Content Type ◽  
Technical Sense ◽  
Low Levels ◽  
Humanitarian Information ◽  
Qualitative Methodologies

PurposeThis paper seeks to examine two humanitarian information coordination bodies. The goals of both coordination bodies are the same, to find mechanisms for multiple organizations, engaged in humanitarian relief, to coordinate efforts around information technology and management. Despite the similarity in goals, each coordination body has taken a different path, one toward defining the problem and solution in a more technical sense and the other as defining the problem and solution as more organizational in nature.Design/methodology/approachThe paper develops case studies of two coordinating bodies using qualitative methodologies.FindingsThe data suggest that coordination bodies which pursue problems requiring low levels of organizational change are more likely to have visible successes. Coordination bodies that pursue a more challenging agenda, one that aims for information management or management of information technology in ways that require organizational change, are likely to face greater challenges and experience more failures.Research limitations/implicationsThe paper only examines two coordination bodies at one point in time thus claims can not be made about all coordination bodies and all information coordination efforts.Originality/valueIn a time where coordination bodies are seen as an answer to the problem of information sharing during disasters, it is essential to gain understanding concerning the success of these efforts.

Exaptation in management: beyond technological innovations

2019 ◽  
Vol 31 (1) ◽  
pp. 64-91
Author(s):  
José Osvaldo De Sordi ◽  
Reed Elliot Nelson ◽  
Manuel Meireles ◽  
Marcos Hashimoto ◽  
Carlos Rigato
Keyword(s):  
Tacit Knowledge ◽  
Design Methodology ◽  
Organizational Structures ◽  
Business Environment ◽  
Organizational Characteristics ◽  
Review Of The Literature ◽  
Economic Implications ◽  
Content Type ◽  
Data Process ◽  
Practical Implications

Purpose Although exaptation is recognized as a means of creation capable of generating significant economic implications for organizations, this mechanism has not been explored in depth in the field of management, where it remains restricted to innovation and product research and development. With this limitation in mind, this study aims to explore and discuss exaptation along with other entities that are more greatly concerned with the interests of and direct contact with practitioners and academics in the field of management, such as processes, data, tacit knowledge and skills. Design/methodology/approach For the purposes of this study, a comprehensive review of the literature on exaptation was conducted, and 46 entrepreneurs from companies of different sizes and segments were interviewed. Findings The results of the review of the literature and interviews with entrepreneurs helped to identify and describe 13 cases of exaptation associated with nine different kinds of organizational entities. For four of these entities, which are closely associated with management, the restrictions of the business environment regarding the exaptation of these entities are discussed, together with the more favorable organizational structures for their occurrence. Practical implications This paper discusses the exaptation to the four types of entity closely linked with management: tacit knowledge, data, process and skill. For each one of these entities the following is discussed: the organizational characteristics that hinder the exaptation of the entity in question and the managerial actions that could alter these characteristics and facilitate the occurrence of the exaptation mechanism with the entity in question. Originality/value This process led to the development of an algorithm for analyzing the exaptation mechanism and the adaptation of the attributes associated with the agent-artifact[entity]-context tripartite to describe and analyze exaptation event, including another attribute: the type of entity.

scholarly journals Stop going around in circles: towards a reconceptualisation of disaster risk management phases

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lee Bosher ◽  
Ksenia Chmutina ◽  
Dewald van Niekerk
Keyword(s):  
Risk Management ◽  
Design Methodology ◽  
Disaster Risk ◽  
Disaster Risk Management ◽  
Review Of The Literature ◽  
Content Type ◽  
End Point ◽  
Management Concept ◽  
Conceptual Paper ◽  
Disaster Event

PurposeThe way that disasters are managed, or indeed mis-managed, is often represented diagrammatically as a “disaster cycle”. The cyclical aspects of the disaster (risk) management concept, comprised of numerous operational phases, have, in recent years, been criticised for conceptualising and representing disasters in an overly simplistic way that typically starts with a disaster “event” – and subsequently leads onto yet another disaster. Such cyclical thinking has been proven to not be very useful for the complexities associated with understanding disasters and their risks. This paper aims to present an alternative conceptualisation of the Disaster Risk Management phases, in a way that can better factor in the underlying root causes that create differential levels of vulnerability.Design/methodology/approachThis is a conceptual paper developed, through a review of the literature and discussions between the authors, as a counterpoint to the pervasive “disaster cycle”.FindingsThe “Disaster Risk Management (DRM) Helix” is presented as an alternative way of conceptualising the DRM phases. The helictical conceptualisation of DRM phases presented in this paper is intentionally presented to start a discussion (rather than as an end point) on how best to move away from the constraints of the “disaster cycle”.Originality/valueIt is envisaged that the helictical conceptualisation of DRM can be suitably malleable to include important factors such as temporal considerations and the underlying root causes that create differential levels of vulnerability. It is, thus, the intention that the DRM Helix can provide a catalyst for exciting discussions and future adaptations of the diagram that can better capture the dynamic (non-cyclical) nature of disasters and their root causes.

scholarly journals Navigating heutagogic learning: mapping the learning journey in management education through the OEPA model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
David William Stoten
Keyword(s):  
Learning Theory ◽  
Executive Coaching ◽  
Design Methodology ◽  
Management Education ◽  
Review Of The Literature ◽  
Content Type ◽  
Learning Journey ◽  
Original Contribution ◽  
E Learning ◽  
Conceptual Paper

PurposeThe purpose of this conceptual paper is to advocate the adoption of heutagogic principles within management education and to show how it could be implemented.Design/methodology/approachThis paper is the outcome of a review of the literature on learning theory and management education.FindingsThis paper demonstrates how heutagogic principles have been introduced in three areas: entrepreneurial education, executive coaching and e-learning.Originality/valueThis paper makes an original contribution to the discourse on heutagogy through the OEPA model that maps the heutagogic learning journey.

From entity to process: toward more process-based theorizing in the field of organizational change

2018 ◽  
Vol 14 (1) ◽  
pp. 80-98 ◽  
Author(s):  
Matthias Wenzel ◽  
Jochen Koch
Keyword(s):  
Organizational Change ◽  
Design Methodology ◽  
Qualitative Data ◽  
Future Research ◽  
Content Type ◽  
Step Procedure ◽  
Process Perspective

Purpose The purpose of this paper is to make a case for more process-based theorizing in the field of organizational change. Design/methodology/approach To emphasize the importance of a process perspective on organizational change, this paper challenges the prevalent theorizing approach that treats organizational change as entity and argues that process-based theorizing can help researchers gain a better understanding of organizational change. Findings To direct future research toward more process-based theorizing, this paper proposes a systematic four-step procedure for the analysis of qualitative data that helps researchers theorize organizational change from a process perspective. Originality/value Overall, this paper contributes to theorizing efforts in the field of organizational change by offering a reflective account on the challenges that entity-based theorizing entails, strengthening the position of process-based theorizing in light of these challenges and providing an outlook on how scholars can develop theoretical insights on organizational change from a process perspective.

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