Does knowledge based psychological ownership matter? Transformational leadership and knowledge hiding: A proposed framework

Ladan, Sahnun; Nordin, Norani; Belal, H. M.

doi:10.24052/jbrmr/v11is04/dkbpomtlakhapf

Cited by 26 publications

(29 citation statements)

References 23 publications

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“…In this situation, employees are more likely to hide knowledge rather than share it (Huo et al. ; Ladan, Nordin and Belal ; Peng ). Additionally, territoriality, as a kind of psychological attachment to ideas, roles and other possessions, may explain a potentially instinctive mechanism underlying individual knowledge hiding (Brown, Lawrence and Robinson ; Peng ).…”

Section: Theoretical Underpinning Of Knowledge Hidingmentioning

confidence: 99%

“…Sharing knowledge with coworkers and managers can be seen as a threat to one's knowledge ownership (Cabrera and Cabrera 2002), especially in an organisation where there is a lack of respect and protection for personal intellectual property (He and Jiang 2016;Willem and Scarbrough 2006). In this situation, employees are more likely to hide knowledge rather than share it (Huo et al 2016;Ladan, Nordin and Belal 2017;Peng 2013). Additionally, territoriality, as a kind of psychological attachment to ideas, roles and other possessions, may explain a potentially instinctive mechanism underlying individual knowledge hiding (Brown, Lawrence and Robinson 2005;Peng 2013).…”

Section: Theoretical Underpinning Of Knowledge Hidingmentioning

confidence: 99%

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Why and when knowledge hiding in the workplace is harmful: a review of the literature and directions for future research in the Chinese context

Xiao

Cooke

2018

Asia Pac J Human Res

147

170

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Knowledge hiding as an organisational phenomenon has started to attract research attention only in the last decade or so, although it may be a common behaviour in the workplace. Emerging research findings suggest that knowledge hiding is not necessarily a negative act with detrimental outcomes. Why do employees hide their knowledge? What can organisations do to encourage knowledge sharing in the workplace? Drawing on 52 studies published in academic English and Chinese journals over the period of 1997–2017, this study conducts a systematic review on knowledge hiding to clarify the concept, analyse existing research findings, identify research gaps and shed light on future research direction theoretically and empirically. The study has practical implications for organisations in terms of what human resource management interventions may be adopted to minimise undesirable knowledge hiding behaviours and to build trust among employees and enhance organisational effectiveness.

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Section: Theoretical Underpinning Of Knowledge Hidingmentioning

confidence: 99%

Section: Theoretical Underpinning Of Knowledge Hidingmentioning

confidence: 99%

Why and when knowledge hiding in the workplace is harmful: a review of the literature and directions for future research in the Chinese context

Xiao

Cooke

2018

Asia Pac J Human Res

147

170

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“…To our knowledge, few studies have focused on what factors will reduce knowledge hiding. We therefore extended present knowledge hiding literature (i.e., Connelly et al, 2012;Ladan & Nordin, 2017;Zhao et al, 2016) by investigating how and when LMX impedes employees' knowledge hiding behaviors. Second, drawing on the group engagement model, we posit that organizational identification mediates the linkage between LMX and knowledge hiding.…”

Section: Introductionmentioning

confidence: 99%

“…Compared with some other social exchange relationships (e.g., team–member exchange [TMX]), LMX shows relatively greater importance in predicting workplace outcomes such as employee job satisfaction and job performance (see Banks et al, ). More importantly, LMX is a critical factor in restraining subordinates' dysfunctional behaviors that may be detrimental to the organization (see a recent meta‐analytic review conducted by Martin, Guillaume, Thomas, Lee, & Epitropaki, ), including hiding knowledge requested by a colleague (Ladan & Nordin, ). Surprisingly, however, little is known about whether LMX might influence employees' knowledge hiding behaviors.…”

Section: Introductionmentioning

confidence: 99%

Leader–member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader–member exchange

et al. 2019

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Summary In this article, we sought to identify a new interpersonal antecedent of knowledge hiding, namely, leader–member exchange (LMX). Drawing on the group engagement model (an extension of social identity theory within the group/organization context), we built a theoretical model linking LMX and knowledge hiding. This model focuses on the mediating role of organizational identification and the moderating role of relative LMX in influencing the mediation. Using two time‐lagged studies (Study 1: n = 317; Study 2: n = 248) conducted in China, we examined our research model. Study 1 provided support for the proposed hypotheses for evasive hiding and playing dumb but not for rationalized hiding. Study 2 replicated and extended our findings. Results revealed that (a) LMX was negatively related to evasive hiding and playing dumb but not to rationalized hiding; (b) organizational identification mediated the influence of LMX on evasive hiding and playing dumb but not on rationalized hiding; and (c) relative LMX not only moderated the relationship between LMX and organizational identification but also reinforced the indirect effect of LMX on evasive hiding and playing dumb but not on rationalized hiding (via organizational identification). The implications, limitations, and future research directions are also discussed.

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“…Knowledge sharing with the fellow individuals and even superiors is observed as a positional threat, especially in organizations without any established system securing the intellectual property. Such a situation will inconspicuously warrant greater knowledge hiding (Ladan, Nordin, & Belal, 2017).…”

Section: Introductionmentioning

confidence: 99%

What is not hidden about knowledge hiding: Deciphering the future research directions through a morphological analysis

Issac

Baral

Bednall

2020

Knowl Process Manag

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Knowledge hiding is an intentional attempt by an individual to withhold knowledge. Though knowledge hiding as a research area has gained popularity only in recent years, the withholding of information has been a concern for business organizations for a long time, having significant implications for knowledge management. Accordingly, knowledge hiding as a construct has received enough deliberations from the practitioners. However, academic researchers have called for more systematic research on knowledge hiding, giving us enough motivation to carry out a research study on the same. First, this article attempts to decipher the term “knowledge hiding” by defining it and differentiating it from several synonymous terms. Second, some of the existing knowledge hiding frameworks are analyzed. Finally, a morphological analysis of the selected literature, including a qualitative rating, estimating the extent of the work is undertaken, which throws light into the areas that have already been studied and underscores the pertinent 184 research gaps worthy of further investigation. In addition to the identification of these distinct research gaps, the analysis categorically establishes two outcomes. The findings suggest that around half of the total research literature on knowledge hiding evolved in the last 2 years, which makes it a salient area of research. The extent of work done in knowledge hiding, captured by an average qualitative rating score of 2.55 out of 5 underscores that this novel construct bears large research potential. Therefore, a morphological analysis, as carried out in this article, strengthens the current understanding on knowledge hiding and provides the impetus for further research in the area.

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Does knowledge based psychological ownership matter? Transformational leadership and knowledge hiding: A proposed framework

Abstract: The version presented here may differ from the published version or from the version of the record. Please see the repository URL above for details on accessing the published version and note that access may require a subscription.

Cited by 26 publications

References 23 publications

Why and when knowledge hiding in the workplace is harmful: a review of the literature and directions for future research in the Chinese context

Why and when knowledge hiding in the workplace is harmful: a review of the literature and directions for future research in the Chinese context

Leader–member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader–member exchange

What is not hidden about knowledge hiding: Deciphering the future research directions through a morphological analysis

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