Exploring the consequences of knowledge hiding: an agency theory perspective (original) (raw)
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The Empirical Investigation of Knowledge Hiding and In-role Behavior
Journal of Business and Social Review in Emerging Economies, 2020
This research was intended to investigate the connection between Knowledge Hiding and In-role Behavior. The relationship between independent and dependent variables was calculated by the Pearson correlation and simple regression analysis. The data was randomly collected through a self-administered questionnaire from 129 staff working in private sector universities. This was a cross-sectional analysis and the findings showed that Knowledge Hiding negatively affect the in-role behavior of employees (r = 41.6, β = -.645, t = 9.51, p < 0.005). The results of this study suggested that universities need to focus on the Knowledge Hiding Behavior of employees in order to achieve their objectives and improve quality.
Job Insecurity and Innovative Performance: The Mediating role of Knowledge Hiding in Organizations
Elementary Education Online, 2021
Using data from a diverse sample (n=194, paired samples based on data from employeesand their supervisors) from various organizations across Pakistan, this study examined an emergent construct knowledge hiding (which we conceptualized as a silence behavior based on EVLNC, Exit, Voice, Loyalty, Neglect, Cynicism model) and its relation to innovative performance. Against knowledge hiding we also tested job insecurity and innovative performance. Data was analyzed using bootstrapping and regressions analysis. Results supported that knowledge hiding could be significantly predicted by employee's reaction to job insecurity in organizations. Further our findings also indicated that when people feel insecure at their job they indulge in somewhat counterwork behaviors like hiding knowledge and which can negatively affect their innovative performance.
Antecedents and Consequences of Knowledge Hiding: A literature review
ECKM, 2021
Knowledge hiding is one of the topics that has received attention from many scholars in the fields of knowledge management and human resource management. Knowledge hiding is an intentional attempt by a person to conceal or withhold knowledge requested by someone else. The spread of this negative human behavior can have harmful outcomes for organizations, such as diminished creativity, individual and team performance, and increased employee turnover. Therefore, the managers must be aware of the causing factors of knowledge hiding and its negative consequences. The purpose of this study is to offer a model of antecedents and negative consequences of knowledge hiding. To this end, we have analyzed all studies in knowledge hiding literature between 2012 and 2020 through a systematic literature review. Besides, this paper has categorized the extracted antecedents of knowledge hiding from the studies into a Delphi panel in 8 levels using experts' opinions: "organizational culture," "personal attitude," "personality traits and behavioral characteristics," "leadership," "supervision," "interpersonal relationships," "characteristics of knowledge," and "job" related factors. This study will help organizations face knowledge hiding behaviors to gain a correct understanding of the antecedents of knowledge hiding and its harmful consequences. Finally, this paper will be helpful for the academic community in the path of further exploration in this field.
Research has begun to document the negative organizational consequences of knowledge hiding, or the intentional attempt to conceal knowledge, among employees. However, different knowledge hiding behaviours exist, and we explore whether some types of knowledge hiding are more harmful than others. Although theory would suggest that knowledge hiders rationalize their behaviours and fail to anticipate the negative consequences of their behaviours, we found that they did anticipate harmed relationships and retaliation. In addition, targets of knowledge hiding did not always construe the behaviour as harmful or as necessitating retaliation. Overall, our research suggests that not all knowledge hiding is equally harmful. Some types of knowledge hiding may actually enhance the relationships between colleagues and might break the cycle of knowledge hiding in organizations.
Impact of Human Resources Management Practices on Workplace Knowledge Hiding Behaviour
Information and Knowledge Management, 2019
Knowledge can be a strategic asset for the organisations, particularly for knowledge-intensive organisations. Drawing from the social exchange theory this paper examines the direct relationship between human resources management (HRM) practices and workplace knowledge hiding behaviour. The paper analyses data obtained from 270 organisational employees in the telecommunication and information technology sector in Jordan using a quantitative approach. The findings suggest that HRM practices reduce knowledge hiding behaviour in terms of recognition, fair rewards, competence development, fair rewards, and information-sharing practices. In addition, this study found that employee's education is positively related to workplace knowledge hiding behaviour. This study offers a better understanding of the relationship between HRM practices and workplace knowledge hiding behaviour in a developing country perspective and also discusses the theoretical and practical implications of the findings.
Psychology Research and Behavior Management, 2022
The study objective is to investigate the relationship between workplace ostracism, workplace incivility, and knowledge hiding behavior (evasive hiding, playing dumb, rationalized hiding) while considering the mediating role of job anxiety. Methods: The study collected data through structured questionnaires from 275 participants (ie, employees) working in the small to medium-sized enterprise of five big cities of Pakistan. The study adopted a structured equation modeling technique for data analysis. Results: Significantly, the study results suggest a positive effect of workplace ostracism and workplace incivility on employees' knowledge hiding behavior, and job anxiety significantly mediates the relationship between workplace ostracism, workplace incivility, and knowledge hiding behavior of employees. Conclusion: The present study highlights the need to examine the personality disposition for understanding the relationship between the variables (eg, workplace ostracism, workplace incivility, knowledge hiding behavior). Employees' inappropriate behavior had suppressed by initiating a campaign for a realistic job preview, setting an exceptional example. The study significantly contributes to the current literature on knowledge hiding behavior by presenting valuable insight into organizational and individual variables, subsequently influencing the knowledge hiding behavior of individuals. Indeed, this study is the first to investigate the predictive effect of the proposed variables.
International Journal of Quality and Service Sciences, 2020
PurposeThis paper aims to explore the effects of interpersonal conflicts in the social workplace on various rationalized, knowledge-hiding behaviors in service organizations. This research also examines employee well-being as a mediator to explain the effects of interpersonal conflicts at work on knowledge-hiding behaviors.Design/methodology/approachFirst, relevant literature provided the theoretical basis for the conceptual model that links the core constructs of this research. A quantitative study collected data from 395 employees of a global consulting firm with a branch located in a developing country. Finally, an analysis of the structural equation modeling with MPlus 7 software tested the measurement and the structural model.FindingsThe results of this study suggest that interpersonal conflict at work influences knowledge-hiding and that employee’s well-being mediates this relationship. In other words, employees strategically choose what knowledge-hiding behaviors to use – suc...
Knowledge Hiding in Organizations: A Retrospective Narrative Review and the Way Forward
2020
Knowledge serves as a strategic competitive asset for any organization to increase and sustain competitive advantage. Organizations have promoted knowledge sharing by implementing Knowledge Management Systems. Despite having ingrained policies for sharing knowledge, most employees refrain from practicing this in their workplace. Connelly et al. (2012) termed this phenomenon knowledge hiding and defined it as “an intentional attempt by an individual to withhold or conceal what has been requested by another person.” Given the importance of knowledge hiding and the importance of this growing construct, this study systematically and retrospectively reviews 35 research articles on knowledge hiding published between 2008 and 2018. The review summarizes study characteristics as research profiles and then explores knowledge hiding, which is categorized and framed under respective sub‐topics. The scope and sig‐ nificance of the topic is discussed with reference to existing studies. Potential...
Predictors of knowledge hiding and organisational success: empirical evidence from Nigeria
Springer Nature, 2023
Although there are several studies on knowledge hiding (KH) and organisational processes, there is dearth of empirical literature on KH and organisational outcomes. Using the theories of the quest for psychological ownership of knowledge (QPOK), reactance, displaced aggression and social exchange, this study investigated the predictors of KH and their implications for organisational success (OS). The specific objectives were to determine the extent to which QPOK, abusive supervision (ABS), organisational injustice (OINJ), workplace incivility (WPINCV), workplace exclusion (WPE) and unethical leadership (UNEL), influence KH and the influence of KH on OS. The design of the study was a cross-sectional survey of 296 online respondents selected through systematic sampling from multinational and national telecommunications service providers in Nigeria. Structural equation model served as the inferential statistics. The results showed that QPOK, OINJ, WPINCV, WPE are significant predictors of KH. Using these constructs as the measures of KH and using structural equation modelling technique, the QPOK, OINJ and WPE are significant predictors of os, thus indicating that KH has significant influence on organisational success. This study departs from previous studies by showing that QPOK has a positive relationship with KH and OS.
Following in the Footsteps: An Empirical Model of LeaderSignaled Knowledge Hiding by Subordinates
Global Management Sciences Review, 2021
Knowledge hiding depresses outcomes at the individual, team, and organizational levels, yet its causes are not sufficiently studied. This research studied numerous vital antecedents of knowledge hiding that are previously not examined together. We used social learning theory to explain the mechanism and conditions that induce knowledge hiding. The three-phased data were collected from 121 sales and marketing employees working in life insurance companies of Pakistan through an online survey using the measures validated in prior research. The results supported that self-serving leadership propels knowledge hiding in subordinates by signalling tolerability of such behavior. The employee Machiavellianism and a competitive work environment strengthened this relationship. The findings add to the literature on leadership and knowledge hiding behavior by examining how workers perceive knowledge hiding signals from their leaders, especially when the leader himself demonstrates self-serving c...