Abstract
The purpose of this study is to investigate the underlying mechanism through which knowledge hoarding is triggered among ostracized employees at workplace. Drawing on conservation of resource theory, the study investigates the mediating role of defensive silence in this relationship. Further, the study also examines the moderating role of experiential avoidance between workplace ostracism and defensive silence. Using multi-layered and convenient sampling technique, data were collected from 225 employees working in the hospitality industry in Pakistan. The results revealed that workplace ostracism significantly influences employees’ knowledge hoarding behavior both directly and through defensive silence. Furthermore, contrary to the expectation, the combined effect of workplace ostracism and experiential avoidance on defensive silence was found insignificant, which we have discussed. The study provides insights for managers to break the knowledge hoarding cycle and create new models for interaction and knowledge sharing among employees at workplace.
Highlights
In the epoch of knowledge-driven economies, organizations rely on the skills and knowledge of their workforce to create value for their stakeholders [45]
Researchers have tried to examine that what triggers knowledge hoarding behavior among employees? Researchers have found organizational culture and management [3] and leadership the negative leadership, i.e., despotic leadership [44] as possible triggers of knowledge hoarding among employees
Using the conservation of resource theory (COR) framework, we propose that experiential avoidance can play an important role as a coping variable to reduce the negative relationship between workplace ostracism and defensive silence
Summary
In the epoch of knowledge-driven economies, organizations rely on the skills and knowledge of their workforce to create value for their stakeholders [45]. Not sharing knowledge and hoarding it delibrately is a phenomenon of significant importance that prevails among organizational members [26]. Knowledge hoarding refers to a person’s conscious and deliberate effort to hide the knowledge [16]. It can be seen as strategic concealment of knowledge [16] and is an accumulation of knowledge. Researchers have tried to examine that what triggers knowledge hoarding behavior among employees? Researchers have found organizational culture and management [3] and leadership the negative leadership, i.e., despotic leadership [44] as possible triggers of knowledge hoarding among employees. Researchers have suggested workplace ostracism as a possible antecedent of knowledge hoarding behavior [55]
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