Abstract
Various preventing factors can hinder the competitive advantage of an organization, one of them potentially being knowledge hiding. We draw on social exchange theory, norms of reciprocity and contextual theory to propose that perceived co-worker support is negatively related to knowledge hiding and that the interaction between support provider and support seeker is happening in a context. We expand previous studies in delineating that the organizational context can be both designed – human resource systems in place, or emerge from individual interactions – relational climates. Aligning the designed and emerging context can further impact the previously mentioned relationship. A field study of 155 employees nested in 30 groups and a quasi-experimental study of 178 (pre) Master’s students provide partial support for our key hypothesis that a three-way interaction between low commitment and compliance HR systems and high communal sharing and market pricing climate can further impact the negative relationship between co-worker support and knowledge hiding. Theoretical and practical implications as well as limitations and future research are discussed.
Published Version
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