knowledge hiding
Recently Published Documents


TOTAL DOCUMENTS

316
(FIVE YEARS 246)

H-INDEX

21
(FIVE YEARS 11)

2022 ◽  
Vol 139 ◽  
pp. 161-172
Author(s):  
Tuyet-Mai Nguyen ◽  
Ashish Malik ◽  
Pawan Budhwar

2022 ◽  
Vol 140 ◽  
pp. 76-84
Author(s):  
Veronica Scuotto ◽  
Chiara Nespoli ◽  
Phuong Tra Tran ◽  
Giuseppe Cappiello

2022 ◽  
Vol 139 ◽  
pp. 383-396
Author(s):  
Vahid Jafari-Sadeghi ◽  
Hannan Amoozad Mahdiraji ◽  
Alain Devalle ◽  
Anna Claudia Pellicelli

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq ◽  
Tasneem Fatima ◽  
Sadia Jahanzeb

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.


2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sweta Sinha ◽  
Agrata Pandey

Purpose The study presents a framework of knowledge hiding (KH) driven by positive and negative intentions. The study also highlights the impact of KH on the employee’s role-related responsibility to engage in KH. Design/methodology/approach We review the literature on KH from the perspective of role strain theory and propose a conceptual framework. Findings The study proposes a conceptual framework of KH practices driven by positive and negative intent, further segregated into organizational and personal causes of KH. The framework also depicts the positive and negative impact of KH on the employees and highlights the impact of role-related responsibility of KH. Originality/value This paper provides a framework to understand how role-related KH responsibilities (organization driven) and personal motives map to employee outcomes.


2022 ◽  
Vol 14 (2) ◽  
pp. 586
Author(s):  
Zhen Li ◽  
Yanyuan Cheng

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.


Sign in / Sign up

Export Citation Format

Share Document