Relationship between Knowledge-based Psychological Ownership and Knowledge Hiding Behavior in Chinese High-tech Organizations : Territory and Social Status

2021 ◽  
Vol 24 (2) ◽  
pp. 25-43
Author(s):  
Tao Han ◽  
◽  
Dongwei Kang
Keyword(s):  
Social Status ◽  
Psychological Ownership ◽  
High Tech ◽  
Knowledge Based ◽  
Hiding Behavior ◽  
Knowledge Hiding

Dilemma Between ‘It's My or It's My Organization's Territory'

2019 ◽  
Vol 15 (3) ◽  
pp. 24-44 ◽  
Author(s):  
Sonali Bhattacharya ◽  
Pooja Sharma
Keyword(s):  
Knowledge Base ◽  
Indirect Effect ◽  
Manufacturing Industry ◽  
Psychological Ownership ◽  
Hierarchical Regression ◽  
Hiding Behavior ◽  
Machinery Manufacturing ◽  
Knowledge Hiding ◽  
The Relationship ◽  
Positive Effect

In this research article, the authors attempted to compare how and to what extent knowledge base psychological ownership (KBPO), organization based psychological ownership (OBPO) and territoriality predict knowledge hiding behavior in different knowledge base industries in India. A sample of 429 employees from four knowledge base industries - Audio & Video, Machinery Manufacturing, Pharmaceutical and Telecom - was surveyed on the four constructs. A Hierarchical Regression method was used to determine whether KBPO and OBPO had direct effects on knowledge hiding, or indirect effects via Territoriality. The authors also tested whether OBPO moderated the indirect positive effect of KBPO on knowledge hiding. It has been found that KBPO has indirect effect on knowledge hiding behavior which is mediated by Territoriality in various knowledge base sectors except the Telecom Industry. Territoriality is antecedent to knowledge hiding in all knowledge base industries in India. OBPO does not have any direct or indirect effect on knowledge hiding but moderates positively the relationship between KBPO and knowledge hiding in the Machinery Manufacturing industry.

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.

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.

Knowledge-based psychological ownership and knowledge hiding: The roles of loss of knowledge power and emotional intelligence

2021 ◽  
Vol 49 (8) ◽  
pp. 1-13
Author(s):  
Yi Tian ◽  
Lianghu Mao ◽  
Min Zhou ◽  
Qilong Cao
Keyword(s):  
Emotional Intelligence ◽  
Online Survey ◽  
Process Analysis ◽  
Psychological Ownership ◽  
Emotional Competency ◽  
Mediation Effects ◽  
Knowledge Based ◽  
Knowledge Circulation ◽  
Knowledge Hiding ◽  
Conditional Process Analysis

Individuals' knowledge activity is essential for knowledge circulation in organizations. To examine the relationship between knowledge-based psychological ownership and knowledge hiding, we conducted a threewave online survey with 310 knowledge workers in China. We used the bootstrapping method for mediation effects analysis and found that loss of knowledge power mediated the effect of knowledge-based psychological ownership on knowledge hiding. The results of a conditional process analysis further indicate that emotional intelligence attenuated the indirect impact of knowledge-based psychological ownership on knowledge hiding through the mediator of loss of knowledge power. Our findings enhance understanding of why workers refuse to share their knowledge, and how to decrease knowledge-hiding behaviors in organizations by developing employees' emotional competency.

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.

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

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.

scholarly journals Factors affecting innovation capacity in Vietnamese Southern high technology industries

2017 ◽  
Vol 24 (03) ◽  
pp. 66-93
Author(s):  
Vân Đoàn Thị Hồng ◽  
Uyen Bui Nhat Le
Keyword(s):  
Government Support ◽  
High Tech ◽  
Total Quality ◽  
Precision Engineering ◽  
High Tech Industry ◽  
Factors Affecting ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Innovation Capacity ◽  
Technology Industries

Numerous studies have demonstrated that the success of businesses in the era of knowledge-based economy depends on their innovation capacity (Azevedo et al., 2007). Therefore, the main goal of this study is to explore the factors that impact the innovation capacity of enterprises in the Vietnam Southern high tech industry. Besides the qualitative method, the study carries out a survey of 380 enterprises in the fields of electronics, microelectronics, information technology, telecommunications, precision engineering, automation, biotechnology, and nanotechnology. The results reveal that total quality management, internal human resources, absorptive capacity, government support, and collaboration networks impact positively on the innovation capacity. In addition, the research proposes solutions for high tech enterprises to boost their innovation capacity in the future.

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