Abstract
The research aims to estimate the impact of abusive supervision on psychological engagement and absorptive capacity under the mediating role of knowledge hiding. This study was cross-sectional and data were collected from employees of four different sectors through a questionnaire. The convenient sampling technique was used to collect data from 450 employees. Structural equation modeling (SEM) was used as a data analysis technique because the two-stage SEM technique produces precise and accurate estimates while modeling the path analysis. The output of the measurement model assessment confirmed that all measurement scales were reliable. In addition to this, structural model assessment confirmed that abusive supervision did not significantly predict the absorptive capacity and psychological engagement, although knowledge hiding negatively predicted psychological engagement.
Highlights
The world has made tremendous developments in the past century on the basis of advanced knowledge, the phenomena of knowledge hiding is quite common in modern day organizations
Results indicate that there exists a positive relationship between abusive supervision and knowledge hiding, indicating that abusive supervision behavior at the workplace increases the knowledge hiding among workers or employees
Stronger negative force that decreased the absorptive capacity as well as psychological engagement among workers. These findings revealed that increasing knowledge hiding behavior is critical and has an adverse impact on cognitive engagement and absorptive capacity
Summary
The world has made tremendous developments in the past century on the basis of advanced knowledge, the phenomena of knowledge hiding is quite common in modern day organizations This is evident from survey statistics carried out in the United States which showed that the majority of workers (76%) confessed that they had been involved in knowledge hiding from their fellow employees (Connelly et al, 2012). The extensive and rambling nature of knowledge hiding can be traced in other parts of the world, such as in China, where 46% of the participants in a survey admitted that they have been involved in hiding knowledge from their coworkers within organizational settings (Peng, 2012) This state of affairs indicates that the knowledge hiding phenomenon is universal, can hamper the success of organizations, and results in sluggish development
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