How and when abusive supervision influences knowledge hiding behavior: evidence from India

Agarwal, Upasna A.; Avey, James B.; Wu, Keke

doi:10.1108/jkm-10-2020-0789

Cited by 58 publications

(58 citation statements)

References 97 publications

(173 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…As a result, the employee resolves to withhold crucial information that is valuable to the organization. Such an outcome confirms fairness heuristic theory, which explains how psychological contract breach affects abusive supervision and knowledge hiding this finding is in line with the previous study of Agarwal et al (2021a).…”

Section: Discussionsupporting

confidence: 91%

Abusive Supervision and Its Impact on Knowledge Hiding Behavior Among Sales Force

et al. 2021

View full text Add to dashboard Cite

The purpose of this study is to test the relationship between abusive supervision and employee’s knowledge hiding behavior (evasive hiding, playing dumb, rationalized hiding) among sales force of insurance companies in Pakistan. The paper also strives to theoretically discuss and then seek empirical evidence to the mediational paths of psychological contract breach that explain the focal relationship between abusive supervision and knowledge hiding. To test the proposed hypotheses, the study draws cross-sectional data from sales force of insurance companies working in Pakistan. Data were collected through structured questionnaire and using convenient sampling technique. The final sample of 340 valid and complete responses analyzed using structured equation modeling (partial least square) approach. Results showed that abusive supervision is positively related to employee’s knowledge hiding behaviors. Also, mediating variable psychological contract breach partially mediates the abusive supervision-knowledge hiding behavior linkage. Current study has tested the positive relationship between abusive supervision and knowledge hiding behaviors unlike most of the previous investigations that have focused on knowledge sharing behavior. The study also empirically investigated the mediational route of psychological contract breach, that explains the blame attributed by the beleaguered employee that led to covert retaliatory behavior, such as knowledge hiding. This paper contributes to knowledge hiding literature which is an important part of knowledge management from the perspective of abusive supervision based on both reactance theory and SET theory.

show abstract

Section: Discussionsupporting

confidence: 91%

Abusive Supervision and Its Impact on Knowledge Hiding Behavior Among Sales Force

et al. 2021

View full text Add to dashboard Cite

show abstract

“…We control for several variables (i.e. gender, marital status, age, education and organizational tenure) that have the potential to act as statistical confounds (Aboramadan and Karatepe, 2021;Arain et al, 2020b;Agarwal et al, 2021;Syed et al, 2021).…”

Section: Research Modelmentioning

confidence: 99%

“…Sample items are "My leader pretended that he or she did not know the information" and "My leader agreed to help me but never really intended to." This is a widely used scale to measure knowledge hiding behavior (Agarwal et al, 2021;Syed et al, 2021). Responses to the items in LKH behavior were rated on "1 = never" to "7 = always.…”

Section: Instrumentationmentioning

confidence: 99%

Leader knowledge hiding, feedback avoidance and hotel employee outcomes: a moderated mediation model

Akhtar

Karatepe

Syed

et al. 2021

IJCHM

View full text Add to dashboard Cite

Purpose The purpose of this paper is to develop and test a research model that investigates feedback avoidance behavior (FAB) as a mediator of the impact of leader knowledge hiding (LKH) behavior on creativity and job performance. The model also examines whether leader-follower value congruence (LFVC) moderates the aforementioned mediating linkages. Design/methodology/approach Data were collected from hotel managerial employees in two waves and their superiors in Pakistan. The hypotheses were gauged via macro PROCESS. Findings The findings reveal that LKH behavior intensifies employees’ FAB, which, in turn, impedes their creativity and job performance. The findings further demonstrate that the positive impact of LKH behavior on FAB is stronger among employees high on LFVC. Practical implications Management should arrange workshops that highlight the critical role of leader’s knowledge sharing with the relevant individuals. This is so important because knowledge hiding behavior heightens FAB and erodes creativity. These workshops can be followed by training programs, which focus on the importance of knowledge exchange and feedback-seeking behavior. Top managers’ and/hotel owners’ participation in these programs can be a force for mutual trust and cultivate LFVC. Originality/value The hospitality and tourism literature is devoid of evidence about the underlying process through which LKH behavior influences employee outcomes. The paper enhances current knowledge by proposing FAB as a mediator of the influence of LKH behavior on creativity and job performance. The paper is the first of its kind by assessing whether LFVC moderates the indirect influence of LKH behavior on creativity and job performance via FAB.

show abstract

“…This comes in line with other studies from the literature that document the importance of creating a positive relationship between employees and their organizations [ 67 ]. Moreover, studies show that abusive leadership promotes knowledge hiding [ 67 , 68 ], underlining the importance of showing care and offering support for the employees.…”

Section: Discussionmentioning

confidence: 99%

Knowledge Hiding in Emergency Ambulance Healthcare Settings: Its Mediating Role in the Relationship between Organizational Support and Affective Commitment and Organizational Citizenship Behaviours

2021

View full text Add to dashboard Cite

Knowledge hiding—an intentional attempt to withhold or conceal knowledge from others—has been reported by recent studies to be a negative phenomenon in the workplace. Considering the importance of knowledge for organizational performance, this study intends to advance understanding by investigating the mediating role of knowledge hiding on the relationship between perceived organizational support and affective commitment as predictors and organizational citizenship behaviors and turnover intentions as outcomes. Using a cross-sectional design, the study was conducted in emergency ambulance healthcare settings on 305 medical or paramedical professionals. As indicated by structural equation modeling results, perceived organizational support and affective commitment positively predicted organizational citizenship behaviors but negatively predicted turnover intentions. Also, knowledge hiding was negatively associated with perceived organizational support, affective commitment, and organizational citizenship behaviors and positively with turnover intentions. Moreover, knowledge hiding mediated the relationship between perceived organizational support and affective commitment as predictors and organizational citizenship behaviors, respectively turnover intentions, as dependent variables.

show abstract

How and when abusive supervision influences knowledge hiding behavior: evidence from India

Cited by 58 publications

References 97 publications

Abusive Supervision and Its Impact on Knowledge Hiding Behavior Among Sales Force

Abusive Supervision and Its Impact on Knowledge Hiding Behavior Among Sales Force

Leader knowledge hiding, feedback avoidance and hotel employee outcomes: a moderated mediation model

Knowledge Hiding in Emergency Ambulance Healthcare Settings: Its Mediating Role in the Relationship between Organizational Support and Affective Commitment and Organizational Citizenship Behaviours

Contact Info

Product

Resources

About