Knowledge-hiding Behavior Research Articles

Altruistic leadership and its role in reducing knowledge hiding: the mediating effects of team learning and knowledge culture

Leadership can play an important role in knowledge hiding. This study investigated the unexplored impact of altruistic leadership (AL) on knowledge hiding by assessing the mediating role of team learning (TL) and knowledge culture (KC) in this relationship. Structural equation modeling was used to test 14 hypotheses based on primary data from 368 surveyed Slovakian companies representing diverse enterprises. Data were gathered from various companies spanning a range of industries, including manufacturing, education, wholesale and retail, construction, and information technology. Of these, 164 were from micro-enterprises, 114 were from small enterprises, 67 were from medium-sized enterprises, and 23 were from large enterprises. This article reveals how AL can mitigate the negative effects of knowledge hiding by supporting TL and cultivating a KC. These findings indicate that leaders who exhibit altruistic behavior positively influence TL, enhancing KC and reducing instances of knowledge hiding. The primary data tested in our model confirm that selfless leadership reduces knowledge hiding by encouraging TL and KC. This suggests that, when selecting team leaders, their level of altruism should be considered. The roles of TL and KC in promoting knowledge sharing within organizations and emphasizing the importance of team effectiveness and mutual communication are crucial. This study contributes to the existing literature by examining the direct impact of AL on knowledge-hiding behavior, demonstrating how AL promotes TL and a knowledge-sharing culture, thereby eliminating knowledge hiding, including the practical implications. Future qualitative studies and research extending to other locations could help deepen our understanding of these relationships and incorporate additional concepts and factors.

UNDERSTANDING THE NEXUS BETWEEN ABUSIVE SUPERVISION, KNOWLEDGE HIDING BEHAVIOR, WORK DISENGAGEMENT, AND PERCEIVED ORGANIZATIONAL SUPPORT IN TOURISM AND HOSPITALITY INDUSTRY

Supervisors' dispositions have not received enough attention as potential antecedents to employees' knowledge - hiding behaviors. Based on this, the current study investigates the impact of abusive supervision on knowledge-hiding behaviors, considering the mediating role of work disengagement in this relationship, as well as investigating the moderating role of perceived organizational support in the study model. Data was obtained from frontline service employees of five-star hotels in Sharm El-Sheikh and tourism companies in Cairo, Egypt, by a questionnaire that surveyed 298 employees. The collected data was scrutinized using the Smart PLS-structural equation modeling technique. The PLS-SEM statistics proved the highly positive and significant effect of abusive supervision on knowledge-hiding behavior and employees’ work disengagement, supported the mediating effect of work disengagement, and the moderating effect of perceived organizationa l support. The study highlights some practical implications for hotels, such as implementing integrated knowledge offering a digital library, continuous management and administrative skills training, and behavioral training to facilitate the gaining of knowledge and enhance staff skills, self-confidence, loyalty, and job security. It also strongly suggests adopting a strategy to monitor abusive supervisors through open communication channels, regularly conducting exit interviews to reduce turnover, and enhancing engagement, thereby preventing abusive practices.

A moderated mediation approach to deciphering the effects of leader knowledge hiding behaviour in industry 4.0

ABSTRACT Leader knowledge-hiding behaviour (LKHB) has long-term adverse effects on employees and on overall organization performance. Top-down knowledge sharing is vital in Industry 4.0 for employees to acquire essential skills. Grounded in the Conservation of Resources (COR) model, our study presents a moderated mediation model that sheds light on the effects of LKHB. Based on longitudinal data, we found that LKHB leads to job performance decrement and enhances turnover intentions, with LKHB resulting in lower employee intrinsic motivation, underscoring its importance of as a mediating factor. Our findings support the significant influence of enterprise social media (ESM) on the relationship between LKHB and job performance decrement, turnover intentions, and employee phubbing through intrinsic motivation. The study offers new insights into LKHB outcomes and explores underlying reasons thereby broadening COR Theory applications. This research is innovative in its examination of ESM influences on LKHB and suggests strategies to mitigate its detrimental effects.

Illegitimate tasks and knowledge hiding: the mediating role of psychological contract violation and moderating role of optimism

PurposeBased on social exchange theory (SET), the current research aims to investigate the relationship between illegitimate tasks (ITs) and employees’ knowledge-hiding behavior (KHB), incorporating the mediating role of psychological contract violation (PCV) and the moderating role of optimism.Design/methodology/approachA two-wave time-lagged survey was conducted to collect data from 196 adult Chinese full-time employees.FindingsITs were positively related to KHB, and this relationship was mediated by PCV. Furthermore, optimism buffered the connection between ITs and PCV as well as the mediating effect of PCV on the relationship between ITs and KHB.Practical implicationsFor managers, this study made them aware of the hidden costs of ITs; that is, employees may respond by concealing knowledge in the organization.Originality/valueThis study provides a more nuanced understanding of the relationship between ITs and employees’ subtle deviant behavior, KHB and hitherto unspecified mediating and moderating factors that explain this process.

The hustle behind knowledge: role of workplace ostracism and knowledge hiding towards quiet quitting in knowledge-intensive organisations

Purpose Given the workplace’s reinvention to accommodate the global pandemic’s novel conditions, knowledge hiding (KH) behaviour in knowledge-intensive organisations must be examined from a fresh perspective. In this context, the relationship between workplace ostracism (WO) as KH’s antecedent and quiet quitting (QQ) as its consequence is undertaken via the mediating role of KH behaviour among knowledge workers (KWs). Design/methodology/approach Through stratified sampling, data from 649 KWs is obtained to test the model. Partial least squares structural equation modelling (PLS-SEM) using SMART-PLS 4.0. software establishes a significant influence of WO on KH and QQ. KH significantly mediates the relationship between WO and QQ, highlighting its critical intermediary role PLSPredict evaluates the model’s predictiveness. WO and KH’s effects on QQ are examined using necessity logic by collectively applying PLS-SEM and necessary condition analysis (NCA). Findings The model wherein WO plays a significant role in increasing KH and QQ, with KH as a partial mediator in the relationship, has high predictive relevance. Moreover, NCA confirms WO as the key predictor variable that provides variance in QQ, followed by KH. The Importance-performance map analysis technique supports the study’s managerial implications. Originality/value This study enriches QQ’s emerging literature by empirically identifying its antecedents-WO and KH. Methodologically, this paper gives a model for using PLS-SEM and NCA together in relation to QQ by identifying WO as its necessary condition. Evidence of selected constructs’ interrelationships may help organisations draft leadership programmes to curtail KH and QQ behaviour.

Sharing or Hiding? Exploring the Influence of Social Cognition and Emotion on Employee Knowledge Behaviors within Enterprise Social Media.

As emerging knowledge management platforms, enterprise social media (ESM) provide an important way for employees to engage in knowledge sharing and information communication within their organization. However, the question of how to encourage employees to engage in continuous knowledge sharing rather than knowledge hiding on ESM has not received sufficient attention from scholars. In contrast to previous studies that focused on a single theory perspective and a single knowledge behavior, in this study, we took a user cognition and emotion perspective and constructed a mechanism model for the impact of knowledge sharing and knowledge hiding among employees on ESM based on social cognition theory and emotion as social information theory. A total of 240 valid questionnaires were collected and used to empirically test the model. The results indicate that reciprocity and outcome expectancy have a significant positive effect on employees' knowledge-sharing behavior, while reciprocity and trust have a significant negative effect on employees' knowledge-hiding behavior. Positive emotions play a positive (enhancing) moderating role on the path between outcome expectancy and knowledge-sharing behavior, while negative emotions play a negative (weakening) moderating role on the path between reciprocity and knowledge-hiding behavior, as well as between trust and knowledge-hiding behavior. By incorporating employee emotions into the framework of social cognition's impact on employee knowledge behavior, this study enriches theories related to enterprise social media, knowledge management, and user behaviors. Our research findings have practical implications for guiding employees to engage in positive knowledge sharing and reducing knowledge hiding on enterprise social media.

Humble Leadership and Knowledge Hiding: Mediating role of Psychological Empowerment

Knowledge is vital for competitive advantage. Similarly, leadership style cannot be avoided in organizational success. Based on social exchange theory, this study explored the impact of humble leadership on knowledge hiding. Further, the mediating effect of psychological empowerment was also explored. Following the purposive sampling technique, 418 employees participated in the study. Primary data was collected in two waves to avoid common method variance. Structural equation modeling was used for the analysis. This study noted that humble leadership negatively influences knowledge-hiding behavior. In addition, psychological empowerment was noted to mediate the proposed relationship. This study advises that humble leadership, through psychological empowerment, mitigates knowledge-hiding behavior. Furthermore, it is recommended that managers create a favorable environment and empower employees to achieve the desired organizational goals. This study enriches the understanding of humble leadership by validating a theoretical model demonstrating its value and identifying the impact of psychological empowerment on knowledge-hiding behavior.

Examining the Relationship between Perception of Politics, Coworker Incivility, Job Stress and Knowledge Hiding behavior in Educational Settings

Examining the Relationship between Perception of Politics, Coworker Incivility, Job Stress and Knowledge Hiding behavior in Educational Settings

SERVANT LEADERSHIP AND EMPLOYEES’ KNOWLEDGE HIDING BEHAVIOR: TESTING MEDIATING ROLE OF SELF-EFFICACY

The fundamental objective of this study was to assess the effect of servant leadership on nurses' tendency to conceal knowledge in the context of a selected healthcare institution in Erzincan, Turkey. In order to evaluate the research hypotheses, we used a convenient sampling technique and collected data at two different time intervals from relevant sources. The initial data collection phase yielded a final sample of 400 valid and complete responses from nurses, which we subsequently analyzed using SPSS version 25. Our findings exposed a important relationship between servant leadership and knowledge withholding behaviour among nurses. Furthermore, the variable of self-efficacy emerged as a partial mediator between servant leadership and knowledge-hiding tendencies. This research donates to the understanding of knowledge-hiding behaviour, a critical component of knowledge management, through the lens of servant leadership, drawing on insights from both social exchange and leader-member exchange (LMX) theories

The relationship between conscientiousness, openness to experience, knowledge-hiding behavior and job performance of employees

Purpose Knowledge-hiding behavior can lead to adverse consequences for individuals and organizations. Therefore, the purpose of this study is to examine the relationship between personality traits, knowledge-hiding behavior and job performance in the banking sector in Vietnam. Design/methodology/approach This study used a quantitative approach to test the proposed research model using a linear structural modeling method. Data were collected from 291 employees working in commercial banks in Vietnam using a direct survey instrument. Findings The conscientiousness personality trait exhibits a negative relationship with explicit knowledge-hiding behavior but demonstrates a positive association with tacit knowledge-hiding behavior. Openness to experience is negatively correlated with both explicit and tacit knowledge-hiding behaviors. Explicit knowledge-hiding behavior is negatively related to job performance, whereas tacit knowledge-hiding behavior has a positive relationship with job performance. Knowledge-hiding behavior played an intermediary role in the relationship between conscientiousness and job performance. Originality/value The extent to which employees engage in knowledge hiding depends on whether the knowledge is explicit or tacit. The impact of knowledge hiding on job performance is contingent upon the nature of hidden knowledge, whether explicit or tacit, and can either diminish or enhance job performance.

Evidence of the conditions affecting knowledge hiding among librarians in academic libraries

PurposeThis study aims to identify and theorize the conditions affecting the formation of librarians’ knowledge-hiding behaviour in academic libraries.Design/methodology/approachThis study is a qualitative research based on the grounded theory approach. The data collection method involved in-depth, semi-structured interviews. The data was analysed using the MAXQDA software in three stages: open, axial and selective coding. The study included 22 faculty members and experienced librarians from academic libraries. The participants were selected using a combination of targeted and snowball sampling techniques.FindingsThe study yielded 96 open codes, 24 axial codes and 18 selective general codes related to the axial category of knowledge hiding (KH). The librarians’ KH axial coding paradigm pattern was developed in an academic library setting. The study also highlighted some general consequences of KH in academic libraries, such as lobbying and creating knowledge rents, deterioration of organizational relationships and interactions, reducing the competitive advantage of academic libraries and hindering individual and organizational learning.Originality/valueThis study has made a valuable contribution to the identification and explanation of the factors that affect KH. In addition, it has filled a research gap within the library and information science (LIS) field. The findings of the study may offer managers new strategies for addressing the occurrence of KH in academic libraries, and they also add to the existing literature on knowledge management in LIS.

Modeling cynicism and organizational design on job performance: Mediation and moderation mechanism

Modern organizations assert that cynicism and organizational design provide advantages for knowledge-intensive settings. However, organizational crises may lead to resource shortages, prompting increased knowledge hiding (KH) among workers for competitive edge. Therefore, current study aims to examine the influence of organizational design and cynicism on job performance with organizational justice and KH through the moderating effect of servant leadership. Convenience sampling technique was used for data collection from 730 manufacturing organization employees via a survey questionnaire and data were analyzed with AMOS (28.0). Findings showed that KH's behavior negatively influenced by organizational design and positively influenced by cynicism. The current study also validates that higher management needs to practice advanced organizational justice to improve performance that drastically generates justice practices and reduces KH within the firms. Moreover, deploying servant leadership helps to control the cynicism, and employees start practicing knowledge-sharing behavior that significantly contributes to the performance.

The influence of dark triad on knowledge hiding behavior with workplace spirituality as a moderator in higher education institutions

PurposeIn the knowledge management (KM) literature, there are umpteen discussions on knowledge sharing; however, the scholarly community still faces a dearth of literature on knowledge hiding behavior (KHB) and its determinants. The current study aims to examine the direct effect of dark triad (DT) personality dimensions (machiavellianism, narcissism and psychopathy) on KHB dimensions (rationalized hiding, evasive hiding and playing dumb). Drawing on social control theory, this study also explores the moderating effect of workplace spirituality (WS) on the direct relationship between DT and KHB.Design/methodology/approachUsing purposive sampling, 281 matched-pair datasets from faculty members working with higher education institutions (HEI) in India have been obtained. The direct relationship has been tested through regression analysis and moderation analysis has been performed using the PROCESS macro for SPSS.FindingsThe study has successfully mapped DT dimensions with KHB dimensions, and it is observed that machiavellians mostly use evasive hiding, narcissists believe in rationalized hiding and paying dumb is mostly used by psychopaths. Workplace spirituality (WS) weakens the direct relationship between DT and KHB.Practical implicationsHEIs are advised to foster a climate conducive to WS by getting faculty to realize that their job is something larger than themselves through developing a sense of community among faculty members.Originality/valueThis empirical study extends the KM literature and expands the scope of bridging the gaps on KHB. It is one of the few studies to examine the impact of DT on KHB with WS as a moderator in HEIs.

Openness to experience moderates the effect of abusive supervision on knowledge-hiding behavior

Organizations recognize knowledge as a source of a competitive edge. Organizations have made significant efforts to improve the scope of information sharing among employees to improve creativity and innovation. Despite these safeguards, employees continue to conceal their knowledge from their coworkers. Further, leadership style plays a crucial role in employee behavior. Therefore, this study investigates the relationship between abusive supervision and knowledge hiding behavior. Moreover, the moderating role of openness to experience has been explored. Data were collected from faculty members (N=309) from the different universities using questionnaires following a simple random sampling technique. The results revealed a direct relationship between abusive supervision and knowledge hiding. Openness to experience was negatively correlated with knowledge hiding. Further, the moderating role of openness to experience between abusive supervision and knowledge hiding relationship was low but significant. The implications and limitations of this study are also discussed.

Silent suffering: exploring the far-reaching impact of supervisor ostracism via sociometer theory

PurposeA limited number of empirical studies have indicated that individuals who experience workplace ostracism tend to engage in subtle and retaliatory behaviors as a means of seeking inner peace. However, research on organizational behavior and employee psychology in relation to ostracism is still in its nascent stages. Specifically, further investigation is warranted to explore how supervisor ostracism influences task procrastination (TP) through psychological processes such as self-efficacy, self-esteem and motivation. Notably, a significant gap exists in the ostracism literature, as it has yet to thoroughly examine employee behaviors related to knowledge hiding (KH) and TP in the context of individual or team-based work (Zhao et al., 2016; Brouwer and Jansen, 2019). Therefore, the present study aims to address this gap and expand the research stream within the education sector by introducing “threat to self-esteem” (TSE) as a mediating factor in the outcomes of ostracism.Design/methodology/approachThe study employed a quantitative approach, using questionnaires to collect data and mainly focused on statistics and standards. The authors used SPSS and Smart-PLS to employ numerical values developed from questionnaire surveys. Likewise, we employed primary data collection tools, including mixed survey analysis (self-reported and peer-reported). The data were collected from middle-level managers working in three public sector universities. By using a three-wave research design with a two-week interval in each phase, we were able to separate the measurement of the predictor and moderator factor [supervisor ostracism (SO) and individual resilience (IR)], mediator (TSE) and outcome variables (KH and TP).FindingsThe study has discovered a substantial relationship between variables, and all hypotheses are accepted according to the data results and findings. The study measures the effects of supervisor ostracism on knowledge hiding and task procrastination through mediating effect of threat to self-esteem, which individual resilience moderates. This study adds a few contributions to the current literature, following the goals stated above. First, this attempts to highlight employee KH behavior and TP behavior by identifying SO as the primary predictor.Research limitations/implicationsThe organization should closely monitor the level of workplace ostracism. One strategy to accomplish this goal is to routinely gauge the extent of ostracism at work using targeted techniques like surveys and observation. The organization can also create an employee assistance program for the workers to assist them in coping with the mistreatment and better adjusting to the workplace culture. Furthermore, employee empowerment and collaborative decision-making can boost workers' self-esteem, eventually leading to diminishing knowledge-hiding and procrastination habits inside the organization.Originality/valueThere is a research gap regarding the barriers to KH from the perspective of team dynamics and interpersonal mistreatment at work because prior research has focused on knowledge sharing, organizational culture and organizational obstruction. Research on organizational behavior and employee psychology in relation to ostracism is still in its nascent stages. Specifically, further investigation is warranted to explore how SO influences TP through psychological processes such as self-efficacy, self-esteem and motivation. Notably, a significant gap exists in the ostracism literature, as it has yet to thoroughly examine employee behaviors related to KH and TP in individual or team-based work.

Unlocking the Secrets: Digging the Mystery of Rationalized Knowledge Hiding in Higher Education Institutions (HEIs)

Purpose – Knowledge hiding has become a buzzword in developing countries, with the help of behavioral reasoning theory the key purpose of current research is to explore ‘reasons for’ behind the adoption of Rationalized Knowledge Hiding behavior by the top-level faculty members of higher education institutions. Study Design/Methodology/Approach–Six in-depth semi-structured interviews were conducted with the sample purposefully selected from one of the largest universities of lower south Punjab, Pakistan, to identify the top-level faculty member’s intentions behind the rationalized knowledge hiding. Findings - Based on thematic content analysis, the findings of current research revealed five majors ‘reasons for’ top-level individuals’ rationalized knowledge hiding in higher education institutions. Practical Implications – Higher education institutions can use this qualitative research’s findings to understand the major reasons “for” top-level individuals’ rationalized knowledge hiding from their coworkers. Moreover, this study provides some constructive guidelines to higher education institutions and senior faculty members which can provide a brief understanding of rationalized knowledge hiding. Study limitations – One of the major limitations is that the results of the research are not to be generalized to a large population. Second, this study utilized the purposeful convenient sampling method, so the research only gives highlights of rationalized knowledge hiding acceptance among academic faculty at the top level. Third, this study solely looks at behavioral patterns in the context of the south Punjab culture in Pakistan. Originality/Novelty – To the best of the author's knowledge, no prior study has used a qualitative analysis to examine rationalized knowledge-hiding behavior in the setting of higher education institutions. In addition, this qualitative research revealed five major reasons “for” top-down rationalized knowledge hiding in HEIs by senior faculty and it is a great contribution to knowledge management literature.

Does political skill promote knowledge hiding? An impression management perspective

PurposeAs a counterproductive interpersonal work behavior, knowledge hiding inhibits team creativity, hampers collaboration and ultimately has a detrimental impact on organizational performance. Drawing upon the impression management perspective. This study aims to investigate how and when employees’ political skill affects their knowledge-hiding behavior in real work contexts.Design/methodology/approachThe authors tested the hypotheses using data gathered from 266 employees in China using a time-lagged research design.FindingsThe results indicate that political skill positively influences knowledge hiding through the supplication strategy. Moreover, the positive effect of political skill on this strategy is stronger under higher levels of competition.Research limitations/implicationsA cross-sectional design and the use of self-report questionnaires are the limitations of this study.Originality/valueThe authors contribute to the literature on the emergence of knowledge hiding by identifying an impression management perspective. The authors also contribute to the literature on political skill by exploring the potential negative effects of political skill in the interpersonal interaction. Moreover, the authors enrich the understanding of the literature in competitive climate by introducing the impression management theory and exploring its influence on knowledge floating.

The effect of caring ethical climate on employees’ knowledge-hiding behavior: evidence from Chinese construction firms

This research aims to explore the influencing mechanism of a caring ethical climate on knowledge-hiding behavior in large construction firms according to the reciprocity principle of social exchange theory. This is an empirical study based on the analysis of survey data collected from 413 employees working in large construction firms in China. Hierarchical regression is applied to test the research model. This research finds: (1) Caring ethical climate has a negative influence on knowledge-hiding behavior; (2) Caring ethical climate has a positive influence on psychological contract; (3) Psychological contract has a negative influence on knowledge-hiding behavior; (4) Psychological contract mediates the relationship between caring ethical climate and knowledge-hiding behavior; (5) Task interdependence positively moderates the relationship between psychological contract and knowledge-hiding behavior. Based on the social exchange theory, this study provides significant contributions to the theory and practice of knowledge management in large construction firms by highlighting the influence of a caring ethical climate on knowledge hiding among employees. This paper provides suggestions for reducing knowledge hiding and enhancing knowledge sharing among employees in large construction firms, so as to improve the knowledge management ability of large construction firms and enhance their competitive advantages.

Islamic Work Ethics in Thwarting Knowledge-Hiding Behavior among Organization Members

<p>Knowledge-hiding (KH) behavior is of particular concern in organizational and management studies because it can reduce the flow of knowledge and information in organizations. Thus, mechanisms that can minimize this behavior need to be identified, especially from an Islamic perspective. This study seeks to explain how Islamic work ethics may decrease or thwart employees from performing KH. In particular, the current study tries to explain the dual mediation mechanism that underlies this relationship, namely organizational citizenship behavior (OCB) and organizational commitment (OC). In order to verify the hypotheses, this study collected data from employees who work at Islamic banks in Pekanbaru City, Riau, Indonesia. Partial Least Square-Structural Equation Modeling (PLS-SEM) analysis was employed to verify the hypotheses proposed in the current study. This study revealed that Islamic work ethics can potentially limit or thwart workers from successfully performing their KH. Furthermore, this study found that organizational commitment and OCB mediate the mechanisms underlying the relationship.</p>

Expanding the dimensions of knowledge hiding: testing a moderated mediation model and analyzing the mediating role of psychological distress using PLS-SEM

This study sheds light on the literature on knowledge-hiding behavior in organizations and highlights a better and deeper understanding of the reasons for giving rise to knowledge hiding. In recent decades, knowledge hiding has been subjected to numerous studies in systematic literature reviews and organizational management regarding its impact on outcomes such as individual and organizational performance; however, the mechanism by which knowledge hiding is influenced by antecedents and the process of leading knowledge hiding has not been actively verified. In addition, most previous studies have classified knowledge hiding into one-factor or three-factor dimensions: evasive hiding, playing dumb, and rationalized hiding. To address these issues and limitations, we aimed to conduct empirical research, which have focused on four new dimensions (playing dumb, evasive hiding, rationalized hiding, and procrastination) of knowledge-hiding behavior. Unlike previous research, we provide a research framework for the process of hiding knowledge and verify the significance of the research model, drawing on the social exchange theory and conservation of resources theory to explore and verify the process of hiding knowledge. Specifically, we argue that knowledge hiding is caused by exploitative leadership, and psychological distress as mediators in the relationship between these two variables. Moreover, the moderating and mediating effects of leader incivility were verified. To empirically test the research model, a survey was conducted with 287 employees from small- and medium-sized enterprises in China. Partial least squares structural equation modeling (PLS-SEM), SPSS PROCESS, and AMOS software were used for statistical analyzes. The findings provide evidence that exploitative leadership positively influences both psychological distress and the four dimensions of knowledge hiding. In addition, the mediating effect of psychological distress and the moderating effect of leader incivility were verified and shown to be statistically significant. Based on these findings, the theoretical and practical implications, limitations, and directions for future research are discussed. Overall, the most important contribution is expanding the research field, as this is the first empirical study on the four dimensions of knowledge hiding.