Individual and Organizational Antecedents of Knowledge Hiding Behavior

Cui, Yun; Park, Ho-Hwan; Paik, Yonjeong

doi:10.18032/kaaba.2016.29.8.1215

Cited by 7 publications

(6 citation statements)

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“…According to the study results, POP positively correlates with evasive hiding and playing dumb, which means H3 and H4 are accepted. These findings are consistent with prior research (Cui et al, 2016; Malik et al, 2019). Generally, the basic reasons for political activities are scarce resources, social and structural injustice, and individual motivations (Cui et al, 2016).…”

Section: Discussionsupporting

confidence: 93%

Deceptive Knowledge Hiding in Organizations: Psychological Distress as an Underlying Mechanism

Bashir,

Fanchen,

Bari

2024

Sage Open

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This study investigates the role of employee cynicism and perceived organizational politics in deceptive knowledge-hiding behaviors (evasive hiding and playing dumb). Besides, this work aims to measure the mediating role of psychological distress between employee cynicism, perceived organizational politics, and deceptive knowledge-hiding behaviors. Using a time lag strategy, the data were collected in three waves from 478 employees working in research and development institutions in Pakistan. A structured questionnaire and PLS-SEM technique were employed for data collection and analyses. The results indicate that employee cynicism and perceived organizational politics significantly promote playing dumb behavior in employees. Employee cynicism has no significant association with evasive hiding. However, perceived organizational politics promotes evasive hiding. Psychological distress as a mediator supports employee cynicism and perceived organizational politics to develop deceptive knowledge-hiding behaviors. The outcomes of this research have significant implications for organizations, especially for research and development departments. Putting down the cynicism level among employees and controlling the organizational politics can motivate the employees to share knowledge and avoid deceptive knowledge hiding. Managers with positive signals can rebuild trust with subordinates and encourage them to be involved in knowledge-sharing activities. The findings of this study could also serve the theory and practice by showing how employees act psychologically when they are cynical and think their company is playing politics.

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Section: Discussionsupporting

confidence: 93%

Deceptive Knowledge Hiding in Organizations: Psychological Distress as an Underlying Mechanism

Bashir,

Fanchen,

Bari

2024

Sage Open

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“…The findings were coherent with previous studies proposing that an environment, which is politically charged, urge organizational employees to exhibit KH. 38,85 Furthermore, the findings also unveiled that POP moderates the association between employees' SSB and KH. Based on the results, we may conclude that a high political work environment escalates the intentions of hiding knowledge among self-serving employees when already experiencing injustice at the workplace.…”

Section: Discussionmentioning

confidence: 76%

“…High perception of organizational politics may impel individuals to engage in KH behavior in order to safeguard their personal interests. 38 Conversation of resource (COR) theory also suggests that individuals’ behaviors are driven by their desires in avoiding resource losses and protecting existing resources 39 . For instance, individuals believe that hiding knowledge may facilitate them in gaining political advantage at the workplace as it ultimately turns into a source of power.…”

Section: Introductionmentioning

confidence: 99%

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

Iqbal¹,

Ali²,

Azam³

2022

PRBM

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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. Methods: A moderated-mediation model is developed and tested. Data collected from 234 individuals from both manufacturing and service sector firms. Results: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. Conclusion: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.

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“…One of the key drivers of employee knowledge-hiding behaviors is the increasingly competitive and politized nature of organizations. In such an environment, employees withhold certain knowledge to maintain their power and ability to manoeuvre in the turmoil of relational politics (Cui et al, 2016). For instance, employees are likely to hide the individualized work deals from their coworkers to sustain this unique resource and benefit from similar deals in the future (Marescaux et al, 2021; Rofcanin et al, 2019).…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Seeing others’ side to serve: Understanding how and when servant leadership impacts employee knowledge-hiding behaviors

et al. 2022

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Previous studies have overlooked critical differences between different aspects of employees’ knowledge-hiding behaviors. Using social information processing theory as an anchor, we fill this void by investigating the impact of servant leadership on three distinct aspects of employees’ knowledge-hiding behaviors: evasive hiding, playing dumb, and rationalized hiding. Specifically, we propose that servant leadership is negatively related to evasive hiding and playing dumb, and yet, paradoxically positively related to rationalized hiding. We further propose employee perspective taking as a crucial underlying mechanism and employee justice orientation as a relevant boundary condition of the hypothesized relationships between servant leadership and employees’ knowledge-hiding behaviors. Our time-lagged and two-source data provide support for our hypotheses. The theoretical and practical implications of our findings are discussed.

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Individual and Organizational Antecedents of Knowledge Hiding Behavior

Cited by 7 publications

References 0 publications

Deceptive Knowledge Hiding in Organizations: Psychological Distress as an Underlying Mechanism

Deceptive Knowledge Hiding in Organizations: Psychological Distress as an Underlying Mechanism

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

Seeing others’ side to serve: Understanding how and when servant leadership impacts employee knowledge-hiding behaviors

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