scholarly journals Supervisor Bottom-Line Mentality and Knowledge Hiding: A Moderated Mediation Model

2022 ◽  
Vol 14 (2) ◽  
pp. 586
Author(s):  
Zhen Li ◽  
Yanyuan Cheng
Keyword(s):  
Positive Impact ◽  
Psychological Climate ◽  
Psychological Ownership ◽  
Conservation Of Resources ◽  
Negative Consequences ◽  
Bottom Line ◽  
Moderated Mediation Model ◽  
Negative Effect ◽  
Competitive Psychological Climate ◽  
Knowledge Hiding

Organizations need to respond to multiple demands, not only of shareholders but of stakeholders. Supervisor mentality that focuses on bottom-line goals, such as financial performance, can result in negative consequences. We used conservation of resources theory to examine how and when employees engage in knowledge hiding toward coworkers was influenced by supervisor bottom-line mentality. A two-wave survey (N = 274) revealed a positive impact of supervisor bottom-line mentality on knowledge hiding toward coworkers via prevention-based psychological ownership. Further, the higher the competitive psychological climate, the stronger the positive relationship between supervisor bottom-line mentality and knowledge hiding via prevention-based psychological ownership. Our study highlights the negative effect of supervisor bottom-line mentality on knowledge transfer among employees.

Knowledge hiding as the dark side of competitive psychological climate

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Myat Su Han ◽  
Khola Masood ◽  
Dan Cudjoe ◽  
Yonggui Wang
Keyword(s):  
Organizational Justice ◽  
Specific Effect ◽  
Psychological Climate ◽  
Dark Side ◽  
Conservation Of Resources ◽  
Content Type ◽  
Market Expansion ◽  
Competitive Psychological Climate ◽  
High Level ◽  
Knowledge Hiding

PurposePrevious studies suggest that competitive psychological climate at workplace may influence employee's attitudes and behaviors. The purpose of this paper is to explore whether competitive psychological climate leads to increased knowledge-hiding behavior.Design/methodology/approachDrawing upon the conservation of resources theory, we developed a conceptual model which we empirically tested using survey data collected from 296 salespersons from one of the largest distribution market expansion companies in Myanmar.FindingsWe performed hierarchical regression analyses on the data obtained from 296 salespersons to confirm our hypotheses: competitive psychological climate is positively related to knowledge hiding. This relationship becomes weaker when there is high level of organizational justice and high level of optimism.Research limitations/implicationsThe findings shed light on the dark side of competitive psychological climate, such that it translates into knowledge hiding, which is not beneficial for favorable organizational outcomes. To mitigate that, management needs to focus on promoting organizational justice and recruit more optimistic employees.Originality/valueAlthough there are many previous studies on competitive psychological climate and its positive and negative impacts, this paper, to the authors' best knowledge, is the first to study its specific effect on knowledge hiding in the sales context.

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.

Stretch goals and unethical behavior: role of ambivalent identification and competitive psychological climate

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chang Chen ◽  
Zhe Zhang ◽  
Ming Jia
Keyword(s):  
Unethical Behavior ◽  
Psychological Climate ◽  
Disruptive Effect ◽  
Two Phase ◽  
Content Type ◽  
Mba Students ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Competitive Psychological Climate

PurposeThe purpose of this study is to examine the effect of stretch goals on unethical behavior and explore the mediating role of ambivalent identification and moderating role of competitive psychological climate.Design/methodology/approachA total of 350 MBA students from Northwestern China completed the two-phase survey. The bootstrapping analysis outlined by Hayes was used to assess a moderated mediation model.FindingsThis study found that stretch goals could trigger employees' unethical behavior via ambivalent identification. Competitive psychological climate intensified the relationship between stretch goals and ambivalent identification. Moreover, such a climate aggravated the indirect effect of stretch goals on unethical behavior via ambivalent identification.Practical implicationsOrganizations and managers should use stretch goals prudently and implement measures to reduce the ethical cost.Originality/valueThis study provides unique contributions by identifying ambivalent identification as an important mediator and competitive psychological climate as a boundary condition of stretch goals' disruptive effect on unethical behavior.

scholarly journals Does Customer Demotion Jeopardize Loyalty?

2009 ◽  
Vol 73 (3) ◽  
pp. 69-85 ◽  
Author(s):  
Tillmann Wagner ◽  
Thorsten Hennig-Thurau ◽  
Thomas Rudolph
Keyword(s):  
Negative Impact ◽  
Positive Impact ◽  
Loyalty Programs ◽  
Negative Consequences ◽  
Managerial Decision ◽  
Design Variables ◽  
Negative Effect ◽  
Loyalty Intentions ◽  
The Impact ◽  
Scenario Study

Hierarchical loyalty programs award elevated customer status (e.g., “elite membership”) to consumers who meet a predefined spending level. However, if a customer subsequently falls short of the required spending level, firms commonly revoke that status. The authors investigate the impact of such customer demotion on loyalty intentions toward the firm. Building on prospect theory and emotions theory, the authors hypothesize that changes in customer status have an asymmetric negative effect, such that the negative impact of customer demotion is stronger than the positive impact of status increases. An experimental scenario study provides evidence that loyalty intentions are indeed lower for demoted customers than for those who have never been awarded a preferred status, meaning that hierarchical loyalty programs can drive otherwise loyal customers away from a firm. A field study using proprietary sales data from a different industry context demonstrates the robustness of the negative impact of customer demotion. The authors test the extent to which design variables of hierarchical loyalty programs may attenuate the negative consequences of status demotions with a second experimental scenario study and present an analytical model that links status demotion to customer equity to aid managerial decision making.

scholarly journals Workplace bullying, psychological hardiness, and accidents and injuries in nursing: A moderated mediation model

PLoS ONE ◽  
2021 ◽  
Vol 16 (1) ◽  
pp. e0244426
Author(s):  
Stephen T. T. Teo ◽  
Diep Nguyen ◽  
Fiona Trevelyan ◽  
Felicity Lamm ◽  
Mark Boocock
Keyword(s):  
Psychological Stress ◽  
Workplace Bullying ◽  
Empirical Support ◽  
Well Being ◽  
Field Studies ◽  
Conservation Of Resources ◽  
Psychological Hardiness ◽  
Moderated Mediation Model ◽  
Workplace Accidents ◽  
Negative Effect

Workplace bullying are prevalent among the nursing workforce. Consequences of workplace bullying include psychological stress and workplace accidents and injuries. Psychological hardiness is proposed as a buffer for workplace bullying and psychological stress on workplace accidents and injuries. This study adopted the Affective Events Theory and Conservation of Resources Theory to develop and test a moderated mediated model in two field studies. Study 1 (N = 286, Australian nurses) found support for the direct negative effect of workplace bullying on workplace accidents and injuries with psychological stress acting as the mediator. The mediation findings from Study 1 were replicated in Study 2 (N = 201, New Zealand nurses). In addition, Study 2 supplemented Study 1 by providing empirical support for using psychological hardiness as the buffer for the association between psychological stress and workplace accidents and injuries. This study offers theoretical and empirical insights into the research and practice on psychological hardiness for improving the psychological well-being of employees who faced workplace mistreatments.

Leader knowledge hiding, feedback avoidance and hotel employee outcomes: a moderated mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Waheed Akhtar ◽  
Osman M. Karatepe ◽  
Fauzia Syed ◽  
Mudassir Husnain
Keyword(s):  
Job Performance ◽  
Positive Impact ◽  
Current Knowledge ◽  
Critical Role ◽  
Knowledge Exchange ◽  
Employee Outcomes ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Knowledge Hiding ◽  
The Impact

Purpose The purpose of this paper is to develop and test a research model that investigates feedback avoidance behavior (FAB) as a mediator of the impact of leader knowledge hiding (LKH) behavior on creativity and job performance. The model also examines whether leader-follower value congruence (LFVC) moderates the aforementioned mediating linkages. Design/methodology/approach Data were collected from hotel managerial employees in two waves and their superiors in Pakistan. The hypotheses were gauged via macro PROCESS. Findings The findings reveal that LKH behavior intensifies employees’ FAB, which, in turn, impedes their creativity and job performance. The findings further demonstrate that the positive impact of LKH behavior on FAB is stronger among employees high on LFVC. Practical implications Management should arrange workshops that highlight the critical role of leader’s knowledge sharing with the relevant individuals. This is so important because knowledge hiding behavior heightens FAB and erodes creativity. These workshops can be followed by training programs, which focus on the importance of knowledge exchange and feedback-seeking behavior. Top managers’ and/hotel owners’ participation in these programs can be a force for mutual trust and cultivate LFVC. Originality/value The hospitality and tourism literature is devoid of evidence about the underlying process through which LKH behavior influences employee outcomes. The paper enhances current knowledge by proposing FAB as a mediator of the influence of LKH behavior on creativity and job performance. The paper is the first of its kind by assessing whether LFVC moderates the indirect influence of LKH behavior on creativity and job performance via FAB.

Why and when are silent employees less satisfied with their jobs? A conservation of resources perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hui-Hsien Hsieh ◽  
Jie-Tsuen Huang
Keyword(s):  
Job Satisfaction ◽  
Latent Variables ◽  
Negative Relationship ◽  
Moderated Mediation ◽  
Conservation Of Resources ◽  
Positive Affectivity ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Negative Effect ◽  
Employee Silence

PurposeEmployee silence is pervasive in the workplace and can be severely detrimental to employees' job satisfaction. However, research on why and when employee silence undermines job satisfaction remains poorly understood. Drawing upon conservation of resources theory, the authors proposed and tested a moderated mediation model wherein employee silence predicted job satisfaction through vigor, with positive affectivity acting as a dispositional moderator.Design/methodology/approachTwo-wave time-lagged data were collected from a sample of 183 employees in Taiwan. A moderated mediation analysis with latent variables was conducted to test the hypotheses.FindingsResults indicated that employees' vigor mediated the negative relationship between employee silence and job satisfaction only for employees with low positive affectivity.Originality/valueBy identifying vigor as a psychological mechanism explaining the negative effect of silence on job satisfaction and positive affectivity as a buffer against the detrimental effect of silence on vigor and, indirectly, job satisfaction, the results provide a more nuanced understanding of why and when silent employees are less satisfied with their jobs.

scholarly journals The mixed blessing of supervisor bottom-line mentality: examining the moderating role of gender

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yun Zhang ◽  
Qihai Huang ◽  
Hanjing Chen ◽  
Jun Xie
Keyword(s):  
Work Performance ◽  
Negative Impact ◽  
Negative Consequences ◽  
Bottom Line ◽  
Content Type ◽  
Work Related ◽  
Mixed Blessing ◽  
Knowledge Hiding ◽  
Moderating Role

PurposeThe purpose of this paper is to investigate the double-edged effects of supervisor bottom-line mentality (BLM) on subordinates' work-related behaviors (work performance and knowledge hiding) and the moderating role of subordinate gender.Design/methodology/approachThe theoretical model was tested using a sample of 218 three-wave multi-source data collected from employees of five firms in southern China.FindingsThe results revealed that supervisor BLM is positively associated with subordinate BLM. Although subordinate BLM can enhance their work performance, it can also lead to knowledge hiding toward coworkers. Furthermore, these indirect effects are moderated by subordinate gender.Practical implicationsManagers should pay more attention to the potential positive and negative consequences of supervisor BLM and intervene to mitigate the negative impact of BLM.Originality/valueThis study is among the first to examine how supervisor BLM can be a mixed blessing and elicit both positive and negative behaviors from their subordinates. Moreover, by illuminating how subordinate gender moderates the relationship between supervisor BLM and subordinates' work-related behaviors, we enrich and extend the BLM literature.

Examination of knowledge hiding with conflict, competition and personal values

2019 ◽  
Vol 30 (1) ◽  
pp. 111-131 ◽  
Author(s):  
Anil Boz Semerci
Keyword(s):  
Structural Equation ◽  
Banking Sector ◽  
Personal Values ◽  
Task Conflict ◽  
Negative Consequences ◽  
Content Type ◽  
Negative Effect ◽  
Knowledge Hiding ◽  
Conflict Types

PurposeThe purpose of this paper was to examine knowledge hiding behaviours with perceived conflict types, competition and personal values of employees.Design/methodology/approachTwo studies were carried out and structural equation modelling and moderated regression analyses were conducted to test the hypotheses.FindingsStudy I, with employees from software development companies, revealed that task conflict and relationship conflict have additive effect on knowledge hiding behaviour. Additionally, task conflict is positively related to employees’ perceived competition. However, no mediation role of perceived competition was found between conflict types and knowledge hiding. Study II, with employees from the banking sector, indicated that employees’ individualistic or collectivistic values play a moderating role between perceived task conflict and knowledge hiding behaviours. The negative effect of task conflict on knowledge hiding behaviour is higher if the individuals have individualistic personal values.Practical implicationsThis study contributes to managers by offering some guidance on what can be the results of conflict and competition between employees and how employees’ personal values can affect conflict and knowledge hiding relation.Originality/valueTo the challenges of knowledge hiding behaviour outcomes for businesses, many managers should first consider the predictors of knowledge hiding and then find some solutions against the negative consequences. This study is one of the first to examine knowledge hiding with regard to conflict types, perceived competition between employees and personal values of employees.

Workplace Ostracism and Its Negative Outcomes

2016 ◽  
Vol 15 (4) ◽  
pp. 143-151 ◽  
Author(s):  
Xiaoming Zheng ◽  
Jun Yang ◽  
Hang-Yue Ngo ◽  
Xiao-Yu Liu ◽  
Wengjuan Jiao
Keyword(s):  
Affective Commitment ◽  
Psychological Capital ◽  
Intention To Leave ◽  
Future Research ◽  
Conservation Of Resources ◽  
Negative Consequences ◽  
Negative Outcomes ◽  
Workplace Ostracism ◽  
Using Data ◽  
The Relationship

Abstract. Workplace ostracism, conceived as to being ignored or excluded by others, has attracted the attention of researchers in recent years. One essential topic in this area is how to reduce or even eliminate the negative consequences of workplace ostracism. Based on conservation of resources (COR) theory, the current study assesses the relationship between workplace ostracism and its negative outcomes, as well as the moderating role played by psychological capital, using data collected from 256 employees in three companies in the northern part of China. The study yields two important findings: (1) workplace ostracism is positively related to intention to leave and (2) psychological capital moderates the effect of workplace ostracism on affective commitment and intention to leave. This paper concludes by discussing the implications of these findings for organizations and employees, along with recommendations for future research.

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