Abstract
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.
Highlights
Every organization needs knowledge since it provides sustainable competitiveness in the current complex, ambiguous, uncertain, and volatile world
The measurement model requirement ensures that only constructs with adequate indicator loading, convergent validity, composite reliability (CR), and discriminant validity will be included in the structural model
H2a, H2b, and H2c the mediating role of Psychological playing dumb, and Rationalized Hiding) was proposed. contract breach in the relationship between abusive supervision For H2a, Results reveal that Psychological contract breach and three dimensions of knowledge hiding (Evasive hiding, significantly mediate the relationship between abusive supervision and Evasive hiding (β = 0.231; t = 3.130), playing dumb (β = 0.235; p = 3.967) and Rationalized Hiding (β = 0.270; t = 4.270) which supports H2a, H2b, and H2c
Summary
Every organization needs knowledge since it provides sustainable competitiveness in the current complex, ambiguous, uncertain, and volatile world. Employees ought to acquire and share knowledge amongst themselves (Han et al, 2021). A diverse and organization with a greater capacity emphasis on the adoption of the various strategic mix, such as the knowledge management (KM). In designing and implementing innovative services and goods, KMP has been viewed as a critical component to handle the business method in the modern business environment. This is why companies continue to implement new and successful knowledge management methods to achieve sustainability goals (Kumar Jha and Varkkey, 2018). According to several studies, transferring knowledge from one employee to another enhances organizational performance and effectiveness (Singh, 2019)
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