Abstract
Knowledge hiding has been a variable of interest that has led to major intangible losses to organizations, especially in this pandemic era when everything has shifted to online platforms and social media. Knowledge hiding has taken a new turn into the field of knowledge management. Moreover, the major players in knowledge hiding are the personality characteristics of individuals that have now found a way of expression without coming into the spotlight. This study is a necessary one in this time of online working environments where the role of personality traits and psychological ownership has been explored to understand their impact on the knowledge hiding within the organizations of China, and furthermore, to understand what role social status plays in moderating these relationships. The sampling design used is convenient random sampling with a sample size of 298 managers. This study has used the software Smart-PLS 3.3.3 for analyzing the data. The data relied on and was validated using preliminary tests of reliability and discriminant and convergent validities using the measurement model algorithm. Further, the partial least square technique was used to find the equation modeling for the variables, with the help of a structural model algorithm using 500 iterations for bootstrapping. The findings of the current study show that the personality traits of the “BIG FIVE” model positively predict knowledge hiding, except for openness to experience. At the same time, psychological ownership plays a partial mediating role.
Highlights
The 21st century has marked drastic changes in personality grooming and behavior toward colleagues and organizations
The main objective of this study is to understand the role of the BIG FIVE model personality traits in knowledge hiding behavior; and how psychological ownership mediates and social status moderates these relationships
Wing Chan et al (2011) have identified that social status plays an influential role because credibility, authenticity, and the value of the knowledge shared is judged by the social status of the individual involved
Summary
The 21st century has marked drastic changes in personality grooming and behavior toward colleagues and organizations. These changes have been attributed lately to the demands of finding and retaining reputable jobs. Such motives sometimes develop unseen and not so socially accepted habits as well. One such challenge that organizations are facing in this technological era is knowledge hiding behavior. That is to say; hiding is not a trick; managers do not view knowledge hiding as unreliable behavior (Takala and Urpilainen, 1999)
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