Abstract
In recent years, knowledge hiding has gained much popularity in the knowledge management literature. Apart from that, antecedents and consequences of knowledge hiding are being scrutinized at present. There have been many studies on the triggering forces of knowledge hiding; however, the uncivil behaviors at the workplace have led the organizations and employees in trouble due to its possible associating factors, which is well explained by social influence theory. One such factor that this study has identified is knowledge hiding behavior at the workplace. This is a quantitative cross-sectional study based on a survey. The population taken in this study is the middle and low-level managerial staff of the software houses located in China. The respondents were selected based on convenient random sampling, and a sample size of 287 is used in this study. The data collected were employed with the partial least square structural equation modeling using Smart-PLS 3. The findings of this study show that apart from evasive hiding, playing dumb and rationalized hiding plays a significant role in predicting workplace incivility. In addition, psychological contract breach (PCB) has been taken as the mediating variable. The violation of psychological contracts among employees can indulge them in negative feelings that may convert to workplace incivility at any available opportunity of revenge which is well explained by social influence theory. Workplace incivility cannot be completely eradicated from the organizations; however, it can be controlled by making relevant policies. The civility among the employees can be attained by due managerial interventions and training of the employees considering the protection of victims and due punishment to the perpetrator.
Highlights
Knowledge management is a valuable asset for individuals and organizations, which usually has no substitute and may act as a strategic asset to gain a competitive advantage (Connelly and Zweig, 2015; Issac et al, 2021)
The findings of this study show that apart from evasive hiding, playing dumb and rationalized hiding plays a significant role in predicting workplace incivility
Evasive hiding, playing dumb, and rational hiding are three types of knowledge hiding proposed to contribute to workplace incivility with psychological contract breach (PCB) mediating these relationships
Summary
Knowledge management is a valuable asset for individuals and organizations, which usually has no substitute and may act as a strategic asset to gain a competitive advantage (Connelly and Zweig, 2015; Issac et al, 2021). Knowledge Hidings and Workplace Invincibility performance) and unfavorable (interpersonal distrust, lack of career growth, and competition) outcomes which may either constrain or foster the process of productivity, effectiveness, and growth depending upon the intentions of knowledge hider (Khoreva and Wechtler, 2020). It has been defined as the intentional concealment of a requested piece of knowledge (Guo et al, 2021). One such outcome is an effective organizational performance that is crucial in this era of the knowledge economy
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
