Knowledge Hiding Research Articles

How Interpersonal Trust Influences Knowledge Hiding: Examining a Moderated Mediation Model

In this study, drawing on the conservation of resources theory, a moderated mediation model that examines prosocial motivation as a mediator and psychological entitlement as a moderator in the relationship between interpersonal trust (affect-based and cognition-based trust) and knowledge hiding was tested. Data were collected from 307 white-collar employees working full-time for two private companies operating in the manufacturing sector in Turkey. The results showed that prosocial motivation mediated the effects of affect-based and cognition-based trust on evasive hiding and playing dumb but not on rationalized hiding. The results also revealed that psychological entitlement influenced the strength of the indirect effects of affect-based and cognition-based trust on evasive hiding and playing dumb but not on rationalized hiding through prosocial motivation. The theoretical and practical implications of the results are also discussed.

Knowledge Hiding and sharing with mobile social networking applications: an integrated model of antecedents and outcomes

Knowledge Hiding and sharing with mobile social networking applications: an integrated model of antecedents and outcomes

How Different Factors Affect Knowledge Hiding and became an Obstacle to Employees’ Psychological Safety: The Complementary Role of Organizational Cynicism

How Different Factors Affect Knowledge Hiding and became an Obstacle to Employees’ Psychological Safety: The Complementary Role of Organizational Cynicism

Bright and dark side of knowledge management practices in firms using information systems: examining different moderating impacts

PurposeThis research aims to find out the impact of knowledge sharing (KS) and knowledge hiding (KH) on employee creativity (EC) and eventually on firm innovativeness (FI). The study also investigates the moderating roles of incentive focus, preventive focus and enterprise social networking (ESN) adoption on EC and FI.Design/methodology/approachThe study used an empirical research approach and created a research model using resource-based view theory and literature. The model was validated using the partial least squares structural equation modeling technique to analyze data from 347 respondents from Indian firms.FindingsThe authors found that there is a considerable moderating impact of all three moderators on EC and firms’ innovativeness. KS has a positive impact and KH has a negative impact on EC.Research limitations/implicationsKnowledge can be shared within a firm by using an ESN tool. KS is the brighter side of the knowledge management process, whereas KH is the darker side of it. The study presents insights into and prescriptions for the bright and dark sides of knowledge management. The study results also imply that the firm managers must try to properly integrate the knowledge acquired from various stakeholders such as institutions, customers, competitors and suppliers as well as to focus on the tacit, precious and distinctive knowledge helpful to sustain long-term relationships with the valued external sources. The study empirically validates the model with the respondents from Indian firms, and thus the proposed model cannot be generalized.Originality/valueFew research studies have examined both the bright and dark sides of the knowledge management process. There is a growing interest among researchers and practitioners to explore these sides of the knowledge management process using information systems and knowledge risk. Moreover, the proposed theoretical model has a high explanative power that makes the model effective and unique.

The impact of knowledge hiding and toxic leadership on knowledge worker productivity – Evidence from IT sector of Pakistan

This study intends to identify the impact of Knowledge Hiding and Toxic Leadership on Knowledge Management Process at Information Technology (IT) companies of Pakistan and explore the overall impact on Knowledge Worker Productivity by keeping knowledge worker ambidexterity as mediator. Any factor that could negatively influence the knowledge management process would hamper employees’ productivity in that setup. The knowledge-based view is used as base theory which characterizes knowledge as the most significant strategic utensil for performance, however, the IT sector being a highly knowledge-intensive sector provides rationale for conducting study in this area. The study is quantitative and the sample size consists of 405 respondents selected based on convenience sampling. However, Analysis was performed using Structural Equation Modelling Software Smart Partial Least-Square (SEM-PLS). The findings show that evasive hiding, playing dumb and toxic leadership does not have any significant impact on knowledge management process, however, rationalized hiding was positively related to knowledge management process and knowledge worker productivity. Also, partial mediation of knowledge worker ambidexterity was observed. Furthermore, this study is a significant addition to the existing literature as to the best of our knowledge, it is one of the earlier contributions to explore knowledge hiding as a barrier to the knowledge management process along with toxic leadership introducing mediating role of knowledge worker ambidexterity. Theoretical contributions and practical implications are also discussed at the end.

The Moderating Effect of Cross-Cultural Psychological Adaptation on Knowledge Hiding and Employee Innovation Performance: Evidence from Multinational Corporations

This study explores the effects of three dimensions of knowledge hiding: evasive hiding (EH), rationalized hiding (RH), and playing dumb (PD), on employee innovation performance in multinational corporations. Additionally, the moderating effects of cross-cultural psychological adaptation on the above relationships are analyzed. In terms of the empirical analysis, corresponding assumptions were investigated with a sample of 273 respondents from Chinese multinational corporations in different industries and regions. The research findings show that EH and PD significantly negatively impact employee innovation performance in multinational corporations. In contrast, RH has a significant positive impact on the latter. Notably, cross-cultural psychological adaptation weakens the negative relationship between EH, PD and employee innovation performance, while strengthening the positive relationship between RH and employee innovation performance in multinational corporations. This study provides a new perspective for understanding the internal relationship between knowledge hiding and employee innovation performance. It comprehensively reveals the impact mechanism of knowledge hiding on innovation performance at the individual level by exploring the boundary effect of cross-cultural psychological adaptation. This study expands the literature on knowledge management and innovation on the theoretical side. On the other hand, this study suggests that RH may improve the employee innovation performance of multinational corporations, and provides a potential research direction for predicting the positive consequences of employees’ knowledge-hiding behavior. On the management side, this study offers practical guidelines for the human resource management of multinational corporations. Managers can promote cooperation and innovation among colleagues with cultural differences in home and host countries by improving employees’ cross-cultural psychological adaptability, thus improving employee innovation performance.

Exploring the Underlying Mechanism Between Perceived Injustice and Knowledge Hiding: An Empirical Investigation.

Drawing on the assumptions of social exchange and conversation of resource theories, this study aims to empirically explore the underlying mechanism between perceived injustice and knowledge hiding in the organizational context. To explicate the relationship, this study examines the catalytic roles of employees' self-serving behavior and perceived organizational politics. A moderated-mediation model is developed and tested. Data collected from 234 individuals from both manufacturing and service sector firms. The findings of the study propose that self-serving behavior positively mediates the link between perceived injustice and knowledge hiding. Moreover, the result of two-way interaction between employees' self-serving behavior and perceived organizational politics further amplifies the indirect relationship between perceived injustice and knowledge hiding. The findings of this study help to enrich the extant research on knowledge hiding by determining and evaluating the factors that hitherto unspecified and explicate the relationship between perceived injustice and knowledge hiding within the organizational contexts. Moreover, this also highlights the importance of employing both individual and contextual elements together while studying knowledge hiding within the organizations.

Does perceived overqualification lead employees to further knowledge hiding? The role of relative deprivation and ego depletion

PurposeThis study aims to examine how perceived overqualification (POQ) influences employee knowledge hiding (KH) behaviors. This study further investigates the mediating effect of relative deprivation (RD) and the moderating effect of ego depletion (ED), jointly leading to moderated-mediation analysis.Design/methodology/approachHaving used a time lag, a total of 850 hotel employees participated in Time 1, and data was gathered from 732 hotel employees in Time 2. Using PROCESS macro, a moderated-mediation analysis was performed to examine the hypothesized relationships.FindingsThis study’s findings display that POQ has a positive impact on KH. Moreover, RD plays a mediating role and ED has a moderating role in the direct and indirect associations between POQ and KH.Practical implicationsThe findings suggest that hospitality and tourism (H&T) practitioners need to structure job positions, particularly job descriptions and specifications, by considering employee qualifications. They could encourage qualified employees to participate in the decision-making process which can increase the likelihood of their knowledge sharing and naturally limit KH behaviors.Originality/valueIn addition to adding to the burgeoning literature on POQ in the H&T sector, this study advances research on the RD and ED theories by statistically analyzing the link between POQ and employee KH. By considering RD as a mediator, a better comprehension is provided concerning “how” POQ associates with employee KH. By introducing ED as a moderator, researchers could better understand “when” POQ significantly associates with employee KH.

Pengaruh Knowledge Hiding, Psychological Distress, Psychological Stress terhadap Job Performance Pegawai RSJ

Abstract: Purpose: This study aims to analyze Knowledge Hiding (KH), Psychological Distress (PD), Psychological Stress (PS) on Employees at Mutiara Sukma Mental Hospital NTB. Research Methodology: The sample used was purposive sampling to 125 employees of RSJ Mutiara Sukma NTB by distributing online questionnaires. Using the Multiple Linear Regression Analysis method with SPSS version 23 program. Result: The results showed that KH had no effect on Job Performance (JP), PD had a positive effect on JP, while PS had a negative effect on JP. Limitation: This research was only carried out at Mutiara Sukma Hospital, NTB, so it cannot represent organizations engaged in other fields. The variables in this study contain KH, PD, PS, to see their effect on Job Performance. ContributionResearchers hope this research is able to provide an overview to management about the conditions that occur in the organization, and hopes to provide views on managing, and maintaining a healthy work environment so that it can affect the performance of members. Researchers found different results with previous studies. In this study, PD has a positive effect on JP, and KH has no effect on JP. Keywords: 1. Knowledge hiding 2. Psychological Distress 3. Psychological Stress 4. Job Performance

The Relationship Between Remote Work, Knowledge Sharing and Knowledge Hiding

Communication and the professionals working with it are playing an increasingly important role in organizations, expanding their scope of operations and influencing decision making and strategies. Hiding knowledge can hinder good performance in the communication process, as it prevents knowledge from reaching those who request it. This study analyses the influence of remote work on knowledge sharing and on the motivations for knowledge hiding from the perspective of company communication managers. To do so, an exploratory survey was undertaken with relevant data being collected during interviews with 20 communication managers, 17 of whom are communication managers of large companies in different business sectors and 3 are managers in communication consultancies. The interviews lasted an average of 23 minutes and the transcribed interviews were subjected to content analysis. In the perception of the interviewees, knowledge sharing is fundamental for the work of communication professionals. The interviewees perceived that remote work has both positive aspects, such as greater productivity and quality of life, and negative aspects, such as lack of face-to-face contact and fatigue due to excessive online exposure. it is worth remembering that for these interviewees remote work was a response to the Covid-19 pandemic, being characterized by one interviewee as an emergency measure. In addition, most respondents believe knowledge hiding has increased due to the widespread adoption of remote work practices by companies in response to the Covid-19 pandemic. According to most of the interviewees, the intention behind such knowledge hiding is related to the lack of a sharing culture, insecurity, digital burnout and distrust. These reasons, although they may also explain knowledge hiding in face-to-face environments, gain greater relevance due to the lack of informal face-to-face meetings (coffee time, lunch breaks, etc.), which could generate proximity and trust. The research paves the way for more detailed investigations into knowledge sharing and knowledge hiding in the communication processes.

Impact of psychological contract breach on firm's innovative performance: A moderated mediation model.

Organizations are seeking ways to be more competitive in the market. Globalization also paves the way for additional challenges for firms to compete in today’s knowledge-based economy and competitive corporate settings. The psychological contract breach (PCB) of employees could be a possible reason to slow down the firm’s innovative performance. Based on the social exchange theory, the present study assumes that a PCB negatively affects a firm’s innovative performance. The present study also assessed the mediating role of knowledge hiding (KH) and moral disengagement (MD) in the relationship between PCB and a firm’s innovative performance. This study also attempts to check the moderating role of perceived supervisor support (PSS) in the relationship between PCB and KH and between PCB and MD. For empirical investigation, the present study collected the data from 303 employees of various textile organizations in china through a structured questionnaire method using a convenient sampling technique. The present study applied partial least square structural equation modeling for empirical analyses using Smart PLS software. The present study revealed that a PCB does not directly influence a firm’s innovative performance. However, the results confirmed that KH negatively mediates the relationship between PCB and a firm’s innovative performance. On the other hand, results also confirmed that MD negatively mediates the relationship between PCB and a firm’s innovative performance. The finding also acknowledged that the PSS does not moderate the relationship between PCB and KH. Additionally, the findings confirmed that PSS positively moderates the relationship between PCB and moral disengagement. The present study offers important practical, theoretical, and managerial implications.

How SES Background Relates to Employee Overqualification, Information Seeking and Knowledge Hiding

The influence of one’s socioeconomic status (SES) background on employee outcomes is increasingly recognized. Drawing on sociological and psychological research on SES and relative deprivation theory (RDT), we examine when and why SES background influence perceptions of overqualification and downstream behavioral reactions in the workplace. In a time-lagged, multisource field study involving 400 employees and 400 coworkers, we find that employees with higher SES backgrounds experience higher level of perceived overqualification, thus increasing both knowledge hiding and information seeking behaviors. Furthermore, relational mobility moderates the indirect effects, such that the positive effect on knowledge hiding is weakened and the positive effect on information seeking is strengthened when relational mobility is high versus when it is low. Our theory and findings highlight that SES background can have long-term impact on workplace behaviors and offer a more comprehensive view of how people’s behaviors to manage perceived overqualification may be strategic instead of plainly reactionary.

Ostracism and Knowledge Hiding: Sequential Mediation of Efficacy Needs and Psychological Distress

Drawing on the conservation of resources theory and need-threat model, this study analyses the mediating role of efficacy needs and psychological distress on the relationship between workplace ostracism and knowledge-hiding behaviour of employees. Time-lagged data were collected from 225 employees working in the mobile telecommunication sector through online survey instruments prepared in light of past literature. SPSS23 and SmartPLS3 were used to analyse the data. The results obtained confirm the initial hypothesis that there exists a positive relationship between workplace ostracism and knowledge hiding. Furthermore, the results also established the sequential mediating roles of efficacy needs and psychological distress between workplace ostracism and knowledge-hiding behaviour of employees. This study adds to the literature suggesting that workplace ostracism represents a real threat to companies that aim to foster knowledge-sharing behaviours. Moreover, it reveals that efficacy needs and psychological distress are two underlying mechanisms behind the baseline relationship.

Negative Work Attitudes and Task Performance: Mediating Role of Knowledge Hiding and Moderating Role of Servant Leadership.

The COVID-19 pandemic has caused a global crisis that particularly hit employment globally. Due to the economic crisis, many small businesses attempted to minimise their expenses by either closing or downsizing. During such organisational situations, the employees face negative workplace attitudes that lead to knowledge hiding and affect team performance. This study examines negative attitudes and their effect on team performance. Further, this study examines the mediating effect of knowledge hiding and moderating the role of servant leadership. Through a multi-time data collection approach, the authors obtained 363 responses from the education sector in China during the COVID-19 pandemic. PROCESS Hayes model 1 and 4 were used for mediation and moderation analysis. Results show that job insecurity, cynicism, and role stress are significant forces behind knowledge-hiding behaviour. Furthermore, the knowledge hiding behaviour adversely affects task performance. Servant leadership shows a buffering effect on knowledge hiding behaviour caused by negative workplace attitudes. This is one of the first studies in the South Asian environment to examine the association between employees’ negative attitudes and task performance using knowledge hiding as a mediator and servant leadership as a moderator in the COVID-19 scenario. Lastly, the paper concludes with a consideration of its theoretical, practical implication and future direction.

Why should I let them know? Effects of workplace incivility and cynicism on employee knowledge hiding behavior under the control of ethical leadership

PurposeThe purpose of this study is to examine if individual cynicism mediates the relationship between workplace incivility (WI) and knowledge hiding (KH). Additionally, it is examined whether ethical leadership has a moderating role regarding the effect of WI on KH.Design/methodology/approachThe authors conducted two multi-wave studies, each with two times of data collection. Study 1 included data from 390 members of 30 teams from knowledge-intensive organizations. In study 2, data was collected from 437 software professionals working in diverse organizations.FindingsResults showed that cynicism mediated the impact of WI on KH. Furthermore, the positive direct and indirect effect of WI on KH was shown to be moderated by perceived ethical leadership such that high ethical leadership mitigates the effects.Originality/valueThis study extends the research on knowledge management by explaining a new mechanism and framework in which KH can occur and provides important practical recommendations for human resource managers to contribute to the overall organization's success.

Using Smartphones to Prevent Cross-Functional Team Knowledge Hiding: The Impact of Openness & Neuroticism

The study examines the behaviour of two characteristic traits on knowledge retention, mediated using modern smartphone usage in the corporate environment of cross-functional teams. For the investigation, a self-made model was applied that associates the personality, focusing on the traits of neuroticism and openness towards new concepts and statistically evaluates the effect of increased technological usage. A dataset of 101 individuals working in cross-functional teams was used to test the model. A total of four main hypotheses were developed and statistically tested. Exalted presence of openness towards new experiences was evaluated as a critical factor leading to decreasing knowledge retention. Furthermore, although it was deducted, that neuroticism could not be verified as a knowledge limiting factor in the applied model, smartphone usage could drastically reduce its potentially dangerous factors by using efficient and short communication channels, reaffirmation and commendation by higher-ups and colleagues alike to bolster the missing self-esteem and self-consciousness of neurotic individuals. In contrast, openness was not connected significantly to deliberate knowledge hiding, as individuals incorporating this trait presumably tend to use technological tools of all kinds inherently due to their eagerness to experiment.

Does Technostress Increase R&D Employees' Knowledge Hiding in the Digital Era?

Technostress as an antecedent factor exploring knowledge hiding continues to be seldomly discussed in the digital era. Based on the job demand-resource theory, this article introduces work exhaustion as a mediator variable and constructs a model that the five sub-dimensions of technostress (i.e., overload, invasion, complexity, insecurity, and uncertainty) affect knowledge hiding for R&D employees. Similarly, this study analyzes the moderation of workplace friendship as the resource buffering effect. Based on data from the 254 questionnaires of the two-stage survey, empirical results show that: (1) Techno-invasion, techno-insecurity, and techno-complexity have significant positive effects on work exhaustion, and techno-invasion has the greatest effect. However, techno-overload and techno-uncertainty have no significant relationship with work exhaustion. (2) Work exhaustion plays a mediating role in the relationships between the three aspects of technostress (techno-invasion, techno-insecurity, techno-complexity) and knowledge hiding; However, its mediating effects are insignificant in the relationships between the two aspects of technostress (techno-overload and techno-uncertainty) and knowledge hiding. (3) Workplace friendship negatively moderates the relationships between the two aspects of technostress (techno-invasion and techno-insecurity) and work exhaustion, leading to less knowledge hiding. Nonetheless, its negative moderation for the relationships between the two aspects of technostress (techno-overload and techno-uncertainty) and work exhaustion are insignificant. Empirical results further show that workplace friendship positively moderates the relationship between techno-complexity and work exhaustion.

Temporary Team Performance and Knowledge Hiding: Mediated by Interpersonal Mistrust.

Although scholars have acknowledged that knowledge hiding is negatively with team performance, none of the extant research has revealed the relationship between knowledge hiding and the performance of temporary teams. To fill this gap, we will explore whether and how knowledge hiding influences temporary team performance. Following a literature review, the correlation between knowledge hiding, interpersonal distrust, and temporary team performance is explored, and the theoretical model between variables is constructed, along with four hypotheses. Then, a quantitative analysis is conducted through a QS (Questionnaire Survey) design on the proposed hypotheses. Specifically, test is conducted on the collected data, and then SPSS and AMOS are used to integrate and analyze the data of 102 teams. The results show that knowledge hiding and its two dimensions (active and passive hiding) have a negative impact on the work efficiency of temporary teams. Interpersonal distrust plays a mediating role between knowledge hiding and temporary team performance. The incentive atmosphere, including control atmosphere and performance atmosphere, can regulate the performance of a temporary team efficiently. Control atmosphere is favorable to improving interpersonal trust and team performance, and performance atmosphere is inverted U-shaped regulation between interpersonal distrust and temporary team performance. Based on the above conclusions, the corresponding management suggestions that encouraging members in temporary teams to share actively and confronting the passive concealment of knowledge are put forward to enhance interpersonal trust and improve the efficiency of the temporary team.

I cannot be creative due to my exploitative leader! A moderated mediation interplay of leader–member exchange quality and knowledge hiding

PurposeWith an emphasis on displaced aggression theory and social exchange theory, this study aims to investigate the harmful effects of exploitative leadership (EL) on employee creativity (EC) through the mediating role of knowledge hiding (KH). Moreover, this study examines the boundary effects of leader–member exchange (LMX) to explore conditions under which KH is more or less likely to occur.Design/methodology/approachThe study employed time-lagged (i.e. three-wave), multisource (i.e. self-rated and peer-rated) research design to collect data from employees working in Pakistani service sector organizations. The study analyzed 323 responses using SMART PLS (v 3.3.3) to assess the measurement model and the structural model.FindingsThe findings reveal that EL is positively related to KH and negatively related to EC. The results also show partial mediating role of KH in the indirect relationship between EL and EC. Besides, the study also found that LMX moderates the positive relationship between EL and KH, and the negative relationship between EL and EC.Practical implicationsThe study divulges interesting findings that subordinates at high-quality LMX relationships (i.e. in-group members) are more susceptible to the harmful effects of supervisory unjust treatment than at low-quality LMX relationships (i.e. out-group members). Thus, occurrence context of KH, i.e. EL should be minimized through appropriate organizational interventions.Originality/valueThis study contributes to the leadership and knowledge management literature by testing a hitherto unexplored moderated mediation model.

How Peer Abusive Supervision Affects Sales Employees' Customer Knowledge Hiding: The Roles of Rivalry and Schadenfreude.

PurposeThis study aims to examine the impacts of peer abusive supervision, perceived rivalry and schadenfreude over the abused peers on sales employees’ customer knowledge hiding.MethodsWe conducted multiple regression analyses of 283 sales employees’ responses from two Chinese and two South Korean electronic device companies to test the hypotheses, which constitute a theoretical framework.ResultsOur empirical results confirmed the positive impact of peer abusive supervision on sales employees’ customer knowledge hiding, with the relationship moderated by rivalry and schadenfreude; moreover, rivalry and schadenfreude jointly exert the greatest impacts on the main effect.ConclusionThis study sheds light on the knowledge hiding literature, with theoretical implications for the research regarding the spillover effect of abusive supervision, rivalry, schadenfreude, customer knowledge sharing, and managerial practices about the management of customer knowledge among sales employees.