Abstract
Knowledge hiding behavior is common in the organization, which hinders the cooperation among employees and affects the transmission and development of new knowledge and new ideas. Therefore, based on the social exchange theory, this study takes 441 employees as the research object. The research results are as follows: 1) Perceived leader evasive hiding and perceived leader playing dumb had a negative effect on employee voice behavior. Perceived leader rationalized hiding has no significant influence on employee voice behavior. 2) LMX completely mediated the relationship between perceived leaders’ evasive hiding, playing dumb and voice behavior. 3) The moderating effect of knowledge distance on the influence of perceived leader knowledge hiding on LMX is significant. The greater the knowledge distance, the stronger the negative effect of perceived leadership knowledge hiding and LMX. This study suggests that managers should pay more attention to the possible negative impact of leader knowledge hiding and knowledge distance on employees’ voice behaviors, and to increase knowledge exchange with employees, to establish reasonable talent configuration in teams or organizations, as well as create a harmonious interpersonal atmosphere for employees’ voicing.
Highlights
IntroductionSuccessful knowledge management systems depend on employee behavior (Riege, 2005)
This study suggests that managers should pay more attention to the possible negative impact of leader knowledge hiding and knowledge distance on employees’ voice behaviors, and to increase knowledge exchange with employees, to establish reasonable talent configuration in teams or organizations, as well as create a harmonious interpersonal atmosphere for employees’ voicing
This research combines the theory of social exchange, etc., on the basis of previous research results and logical deduction, from the perspective of employee knowledge seekers, to analyze and examine the different dimensions of perceived leadership knowledge hiding influence on employees’ voice behavior, the mediating role of leader-member exchange (LMX) in it and the situational moderating role of knowledge distance
Summary
Successful knowledge management systems depend on employee behavior (Riege, 2005). For any form of organization, knowledge is not enough to make an organization successful, effective knowledge management is the key element of organizational development. Employees are unwilling to share their knowledge, which forms an “island of knowledge” in the organization. The research results show that there are still quite a few employees unwilling to share knowledge, or even deliberately conceal knowledge requests from other employees, namely knowledge hiding (Connelly, Zweig, Webster, & Trougakos, 2012). Scholars have showed great interest to knowledge hiding (Černe, Hernaus, Dysvik, & Škerlavaj, 2017; Černe, Nerstad, Dysvik, & Škerlavaj, 2014; Kumar Jha, & Varkkey, 2018; Serenko & Bontis, 2016)
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