Impact of workplace ostracism on knowledge hoarding: mediating role of defensive silence and moderating role of experiential avoidance

Khalid, Bilal; Iqbal, Rimsha; Hashmi, Syed Danial

doi:10.1186/s43093-020-00045-6

Cited by 13 publications

(11 citation statements)

References 50 publications

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“…(2021a, b) found that workplace ostracism relates positively to defensive silence. As, defensive silence results from the fear of external threats, ostracized employees perceive that if they speak up against ostracism, the voice may be harmful to themselves (Ayub et al ., 2021a, b; Khalid et al ., 2020). Typically, it is experienced in the high-power distance cultures that voice is risky and speaking up may be costly, therefore, these employees exercise defensive silence in order to protect themselves from external threats.…”

Section: Literature Reviewmentioning

confidence: 99%

Workplace ostracism and employee silence in service organizations: the moderating role of negative reciprocity beliefs

Yao

Ayub²,

Ishaq³

et al. 2022

IJM

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PurposeEmployee silence is a pervasive workplace phenomenon that can cause severe economic losses to service organizations. Drawing on conservation of resource theory, the present research aims to investigate interpersonal antecedents of employee silence, specifically workplace ostracism while considering the moderating role of negative reciprocity beliefs (NRBs).Design/methodology/approachTwo-wave data collected from 355 employees working in service organizations in Pakistan supported the theorized model. The study used SmartPLS (v 3.2.7) to examine the measurement model and the structural model.FindingsAs projected, the authors found that workplace ostracism was positively related to acquiescence silence and defensive silence, but not related to prosocial silence. Besides, this study’s findings supported two-way interaction involving workplace ostracism and NRB on acquiescence silence and defensive silence, but not on prosocial silence. In particular, the presence of high NRB makes the adverse effects of workplace ostracism even worse.Originality/valueThis study explores the boundary conditions under which employee silence is more likely or less likely to occur. This just makes the current research all the more salient that why and when ostracized employees resort to remain silent in the workplace.

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Section: Literature Reviewmentioning

confidence: 99%

Workplace ostracism and employee silence in service organizations: the moderating role of negative reciprocity beliefs

Yao

Ayub²,

Ishaq³

et al. 2022

IJM

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“…The relationship between ostracism and knowledge hiding has been examined through certain conditional impacts, i.e. negative reciprocity beliefs and moral disengagement (Zhao et al, 2016), political skills (Zhao and Xia, 2017), employee loyalty (Riaz et al, 2019), experiential avoidance (Khalid et al, 2020), will power and way power (Islam et al, 2021), and cultural intelligence (Albana and Yes ¸iltas ¸, 2021).…”

Section: The Moderating Role Of Perceived Harming Intention Between C...mentioning

confidence: 99%

“…, 2019), organization-based self-esteem and employee silence (Takhsha et al. , 2020), defensive silence (Khalid et al. , 2020), and trust (Islam et al.…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

“…Prior research on workplace ostracism and knowledge sharing/hiding incorporated a handful of mediating mechanisms of job tension (Riaz et al, 2019), organization-based selfesteem and employee silence (Takhsha et al, 2020), defensive silence (Khalid et al, 2020), and trust (Islam et al, 2021). It is suggested to further explore the underlying factors that cause knowledge hiding (Siachou et al, 2021).…”

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confidence: 99%

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Why do academics hide knowledge after coworker ostracism? A moderated mediation model based on relational identification and perceived harming intention

Fatima

Bilal²,

Imran³

et al. 2022

IJEM

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PurposeCoworker relationships are important in every organization and especially in higher educational institutions (HEIs); however, ostracism is one of the factors that deteriorate these relationships. This study aims to analyse the impact of coworker ostracism on coworker directed knowledge hiding through the mediating role of relational identification and the moderating role of perceived harming intention.Design/methodology/approachA total of 241 teaching faculty members working in HEIs of Lahore were surveyed. By using the bootstrapping technique, mediation and moderated mediation analysis was conducted via PROCESS models 4 and 7.FindingsThe results concluded that perceived harming intention moderates the indirect relationship between coworker ostracism and coworker-directed knowledge hiding through relational identification with coworkers. Such that when more harmful intention is perceived the impact of coworker ostracism on coworker-directed knowledge hiding through reduced relational identification would be stronger.Practical implicationsThis study offers managerial implications for HEIs management and faculty for reducing coworker ostracism, improving relational identification and training about attribution techniques to minimize the impact of ostracism on knowledge hiding.Originality/valueThis study has complimented and augmented the research strand of ostracism and knowledge hiding research from emphasizing lateral workplace relationships. Intertwining the Conservation of Resources Theory with Attribution theory a novel insight into the above-stated association is illuminated through the mediating role of relational capital and moderating role of perceived harming intention.

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“…Therefore, how to stimulate the positive knowledge activities of the organization members and inhibit the negative knowledge activities, has increasingly become the focus of knowledge management theory and practice ( Zhang and Sun, 2014 ). Unfortunately, the existing researches focus more on knowledge sharing ( Ali et al, 2020 ; Singh et al, 2021 ), knowledge creation ( Pao et al, 2020 ), and other positive knowledge activities ( Wang et al, 2018 ) within certain organizations, while the researches on knowledge hiding ( Chatterjee et al, 2021 ), knowledge misappropriation ( Colombo and Piva, 2018 ) and other negative knowledge activities ( Khalid et al, 2020 ) are still in its infancy. Among them, the phenomenon of knowledge hiding widely exists in various organizations ( Bari et al, 2020 ) and often has adverse effects on organizational performance ( Connelly et al, 2012 ), so it needs to be studied urgently.…”

Section: Introductionmentioning

confidence: 99%

Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

Rong

Liu

2021

Front. Psychol.

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Top management team (TMT) knowledge hiding, which is not only related to the normal operation of the team but also closely related to enterprise innovation performance, has been paid little attention to in the previous studies. Based on the theories of upper echelons, knowledge management, and innovation, this study proposed a moderated mediation model to research how TMT knowledge hiding affected enterprise innovation performance. In this model, TMT knowledge hiding was the independent variable, TMT creativity was the mediating variable, enterprise innovation performance was the dependent variable, and team competitive climate was the moderating variable. MPLUS7.0 was used for the CFAs to evaluate the discriminate validities of the key variables, and SPSS 22.0 was used to calculate the descriptive statistics, analyze the correlations between variables, make the multiple regression analysis, and process the data obtained from 612 executives in 53 TMTs. The results showed that TMT knowledge hiding had a significant negative impact on enterprise innovation performance; TMT creativity had a partial mediating effect between TMT knowledge hiding and enterprise innovation performance, and team competitive climate had a moderating effect on the relationship between TMT knowledge hiding and TMT creativity. These research results fill up the gap of the theoretical research in TMT knowledge hiding and provide scientific guidance to reasonably reduce or eliminate the phenomenon of TMT knowledge hiding and improve enterprise innovation performance.

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Impact of workplace ostracism on knowledge hoarding: mediating role of defensive silence and moderating role of experiential avoidance

Cited by 13 publications

References 50 publications

Workplace ostracism and employee silence in service organizations: the moderating role of negative reciprocity beliefs

Workplace ostracism and employee silence in service organizations: the moderating role of negative reciprocity beliefs

Why do academics hide knowledge after coworker ostracism? A moderated mediation model based on relational identification and perceived harming intention

Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

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