scholarly journals Does knowledge based psychological ownership matter? Transformational leadership and knowledge hiding: A proposed framework

2017 ◽  
Vol 11 (04) ◽  
Author(s):  
Sahnun Ladan ◽  
◽  
Norani Binti Nordin ◽  
Belal, H. M ◽  
◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Psychological Ownership ◽  
Knowledge Based ◽  
Knowledge Hiding

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.

The curvilinear relationship between knowledge leadership and knowledge hiding

2019 ◽  
Vol 40 (6) ◽  
pp. 669-683 ◽  
Author(s):  
Qing Xia ◽  
Shumin Yan ◽  
Yuliang Zhang ◽  
Baizhu Chen
Keyword(s):  
Collective Identity ◽  
Psychological Ownership ◽  
Hierarchical Regression ◽  
Curvilinear Relationship ◽  
Content Type ◽  
Level Of Knowledge ◽  
Knowledge Leadership ◽  
Knowledge Hiding ◽  
Moderating Role

Purpose The purpose of this paper is to examine the curvilinear relationship between knowledge leadership and knowledge hiding and the moderating role of psychological ownership on influencing the curvilinear relationship. Design/methodology/approach In total, 403 data were collected from participants in a high-technology company via a two-wave survey. Hierarchical regression analyses were used to test the hypotheses. Findings Results revealed an inverted U-shaped relationship between knowledge leadership and knowledge hiding. The employees exhibited more knowledge hiding in a moderate level of knowledge leadership than in lower and higher levels of knowledge leadership. Moreover, psychological ownership significantly moderated the curvilinear relationship such that the inverted U-shaped relationship was more pronounced among employees with high psychological ownership. Practical implications Employees’ reaction to knowledge leadership may vary from different levels of knowledge leadership. Moreover, organizations should boost employees’ psychological ownership especially for the collective identity that helps them own knowledge as “ours.” Originality/value This study extends both the leadership and knowledge management behavior literatures.

scholarly journals Toward Knowledge-Based Economy: Innovation and Transformational Leadership in Public Universities in Texas and Qatar

2019 ◽  
Vol 11 (23) ◽  
pp. 6721 ◽  
Author(s):  
Reem S. Al-Mansoori ◽  
Muammer Koç
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Public Universities ◽  
Power Distance ◽  
The United States ◽  
Cultural Dimension ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Transformational Leadership Style ◽  
The Impact

The essentiality of the universities’ roles in enhancing economies and transforming societies is a global mantra. However, when it comes to wealthy and oil-dependent states such as Texas in the United States and Qatar in the Middle East, the impact of universities on sustainable economic development is questionable. This article discusses the transformational efforts within engineering colleges at two public universities in Texas and in Qatar to support their states’ visions in moving toward innovative and knowledge-based economies. The study examined the innovation capacity building of both institutions through measuring the transformational leadership styles in engineering colleges and its impact on the faculty’s innovative production of technical articles, patents, and sustainable development-related courses. The cultural impact of the two contexts on the leader–follower relationship was addressed in the discussion using Hofstede’s cultural dimension framework. The results showed that leaders in both colleges possess a transformational leadership style, albeit lower than the norm. This study disclosed that, in the high-power distance contexts, the idealized image of the leader contributed positively toward higher satisfaction of the followers with their leaders and current governance systems, while acknowledgment and rewards were the sources of satisfaction in low-power distance societies. Followers in a low uncertainty avoidance, individualistic, and short-term-oriented context achieved higher technical production. Both public universities expressed the need for government involvement in supporting the culture of innovation.

scholarly journals Chinese expatriates working with African partners: power struggles and knowledge hiding

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abdoulkadre Ado ◽  
Roseline Wanjiru ◽  
Zhan Su
Keyword(s):  
Joint Ventures ◽  
Joint Venture ◽  
Power Dynamics ◽  
Control Mechanisms ◽  
Structured Interviews ◽  
Content Type ◽  
Knowledge Based ◽  
Control Knowledge ◽  
Knowledge Hiding ◽  
Knowledge Seeking

PurposeThe study explores African partners' experiences regarding Chinese expatriates' knowledge control practices in 29 Sino-African joint ventures in 12 countries. It provides insights into power dynamics and knowledge transfer (KT) from African partners' perspective.Design/methodology/approachThe qualitative paper mobilized semi-structured interviews with Africans who worked with Chinese expatriates across Africa. The study focused on understanding the experiences of African partners when collaborating with their Chinese expatriate colleagues on assignments in joint ventures (JVs) in Africa.FindingsChinese expatriates employed five tactics, as described by African partners, to control knowledge based on power, behaviors and knowledge type. Particularly, through the lens of unofficial power, this study explains knowledge hiding tactics between knowledge-holding Chinese expatriates and host country knowledge-seeking locals. A new dimension of authority-based knowledge hiding is discovered.Originality/valueThe paper brings new insights into the analysis of power (official and unofficial) boundaries regarding knowledge control mechanisms in joint venture collaborations between employees from China and Africa. Unofficial power appeared as a major leverage for expatriates in monopolizing their strategic knowledge. The study recommends mobilizing African diaspora and repatriates from China to improve KT for Africa.

scholarly journals Knowledge Sharing Among Healthcare Practitioners: Identifying the Psychological and Motivational Facilitating Factors

2021 ◽  
Vol 12 ◽  
Author(s):  
Su-Ying Wu ◽  
Wei-Tsong Wang ◽  
Ming-Hsuan Hsiao
Keyword(s):  
Knowledge Sharing ◽  
Autonomous Motivation ◽  
Psychological Ownership ◽  
Future Research ◽  
Research Model ◽  
Healthcare Organizations ◽  
Positive Effects ◽  
Knowledge Based ◽  
Facilitating Factors ◽  
The Impact

There exists a lack of an understanding of how to facilitate knowledge sharing (KS) behaviors in healthcare organizations. This study is among the first to specifically address this issue through synthesizing psychological ownership (PO), self-determination theory, and psychological empowerment (PE) theory. This study developed a research model that described the impact of the psychological and motivational facilitating factors, including autonomous motivation, user PE, and PO on knowledge sharing intention (KSI) and knowledge sharing behavior (KSB). Data collected from 343 healthcare professionals were analyzed using the technique of partial least squares (PLS) to validate the research model. The results indicated that user PE, organization-based PO, and autonomous motivation all had significant direct/indirect positive effects on KSI and KSB as we hypothesized. Surprisingly, knowledge-based PO had a significant positive effect on KSI, which contradicted our original hypothesis. The implications for theory and for practice, limitations, and future research directions are discussed accordingly.

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.

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.

Sign in / Sign up

Export Citation Format

Share Document