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.

Impact of task characteristics on employee agility: the moderating effect of enterprise social media visibility

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mengyi Zhu ◽  
Yuan Sun ◽  
Anand Jeyaraj ◽  
Jie Hao
Keyword(s):  
Social Media ◽  
Social Network ◽  
Task Complexity ◽  
Task Interdependence ◽  
Task Characteristics ◽  
Network Ties ◽  
Content Type ◽  
Enterprise Social Media ◽  
Social Network Ties ◽  
And Task

PurposeThis study aims to explore whether and how task characteristics affect employee agility in the context of enterprise social media (ESM).Design/methodology/approachAdopting the social network ties perspective, this study examines how task characteristics (i.e. task complexity, task interdependence and task non-routineness) affect employee agility by promoting their social network ties (i.e. instrumental ties and expressive ties) and how ESM visibility moderates their relationships. Data gathered from 341 ESM users in workplaces were analyzed using Smart-PLS 3.2.FindingsFirst, task complexity, task interdependence and task non-routineness have positive effects on instrumental and expressive ties, which in turn influences agility; Second, instrumental ties have a stronger effect on employee agility relative to expressive ties; Finally, ESM visibility positively moderates the effects of task complexity and task non-routineness on social network ties.Practical implicationsThe findings provide guidance for organizational managers on how to use task characteristics and ESM to improve employee agility, as well as insights for social media designers to optimize ESM functions to improve agility.Originality/valueThis study provides empirical evidence to explain the roles of task characteristics and social network ties in influencing employee agility, thus clarifying the inconsistent findings in extant research. The moderating effects of ESM visibility on the relationships between task characteristics and social network ties are also examined, thus providing further insights on the positive role of ESM in organizations.

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.

Knowledge-oriented leadership, team learning and team creativity: the roles of task interdependence and task complexity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chenghao Men ◽  
Ruiqian Jia
Keyword(s):  
Team Learning ◽  
Task Complexity ◽  
Knowledge Worker ◽  
Task Interdependence ◽  
Sustainable Competitive Advantage ◽  
Team Creativity ◽  
Content Type ◽  
Moderating Role ◽  
And Task

PurposeOrganizations is increasingly depending on team creativity to create a sustainable competitive advantage. The purpose of this study is to examine the relation between knowledge-oriented leadership and team creativity.Design/methodology/approachThe hypotheses were tested with a sample of 89 knowledge worker teams consisting of 412 employees and employers in China.FindingsResults show that knowledge-oriented leadership is positively associated with team creativity, mediated by team learning. Additionally, task interdependence and task complexity can strengthen the positive relation between team learning and team creativity.Originality/valueThe study is the first to explore the relation between knowledge-oriented leadership and team creativity and the moderating role of task interdependence and task complexity in the relation between team learning and team creativity.

A moderated mediation model of the association between coworker social undermining and knowledge hiding

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bashir Ahmad ◽  
Imran Shafique ◽  
Masood Nawaz Kalyar
Keyword(s):  
Social Support ◽  
Social Undermining ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Family Social Support ◽  
Time Lagged ◽  
Hiding Behavior ◽  
Knowledge Hiding ◽  
The Relationship

Purpose This study aims to test the relationship between perceived coworker social undermining and knowledge hiding behavior among Pakistani doctors working in hospitals. This study further investigates the mediating role of employee cynicism (EC) and the moderating role of family social support between the association of family social support and knowledge hiding. Design/methodology/approach Time lagged approach was used to collect the data from 391 trainee doctors working in large hospitals in Pakistan. Findings The findings suggest that coworker social undermining is significantly related to EC and knowledge hiding behaviors. EC mediates the relationship between EC and knowledge hiding. Furthermore, family social support was found to play a buffer role such that the indirect effect of social undermining on knowledge hiding through cynicism was weak for those who received high family social support and vice versa. Originality/value Knowledge hiding is deleterious to effective organizational functioning. This study adds to knowledge about the relationship between coworker social undermining and knowledge hiding behavior. This research extends the existing research streams of social undermining and knowledge hiding research to one of the underrepresented South Asian context, Pakistan.

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

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.

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.

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.

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.

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

2019 ◽  
Vol 11 (20) ◽  
pp. 5547 ◽  
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.

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.

Sign in / Sign up

Export Citation Format

Share Document