Are cohesive and mindful employees in India more likely to hoard knowledge? The mediating effect of meaning-making through work

Abstract

PurposeKnowledge sharing is increasingly important in today’s information age and extant literature considers knowledge hoarding as an undesirable form of knowledge-withholding behavior. As knowledge hoarding is a generic, nonintentional behavior, specific attitudes and organizational processes are unlikely to curb it. Hence, the study postulates that reflection, awareness and group identification are necessary to combat innate tendencies toward knowledge hoarding. To test these hypotheses, this study aims to explore the role of mindfulness and relational systems in reducing employees’ knowledge hoarding by increasing their meaning-making through work.Design/methodology/approachThe study results are based on a cross-sectional survey of 203 employees in India working for different organizations. Standardized scales were used for capturing data, and partial least squares structural equation modeling was used for analysis.FindingsMindfulness and team cohesion were positively related to an increase in meaning-making through work. Supervisor support improved perceptions of team cohesion. However, contrary to expectations, team cohesion and meaning-making through work were positively, rather than negatively, related to knowledge hoarding.Research limitations/implicationsThe cross-sectional nature of the study prevents strong inference of causal relationships. Future studies may use a longitudinal design to test the relationships.Practical implicationsIt highlights the role of meditation sessions and supervisory support in improving employees’ perceptions of meaning-making through work. It exhorts managers to systematically assess the impact and societal perceptions regarding knowledge hoarding rather than automatically assume a negative attitude.Originality/valueTo the best of the authors’ knowledge, this is the first study to investigate the impact of mindfulness, team cohesiveness and meaning-making through work on employees’ knowledge hoarding behaviors. The study results suggest that knowledge hoarding may be perceived positively in certain cultures. It highlights the inconsistencies in the conceptualization and operationalization of knowledge hoarding and suggests the need for better construct delineation and empirical studies related to knowledge hoarding.