Knowledge hiding and knowledge hoarding: A systematic literature review

Oliveira, Mírian; Curado, Carla; Garcia, Plínio Silva de

doi:10.1002/kpm.1671

Cited by 49 publications

(65 citation statements)

References 77 publications

(168 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In competitive circumstances, individuals who are involved in KH behaviors are threatening to both individual and organizational performance, 7 , 8 and thus may be viewed as an element, ie, unethical and antisocial. 9 Scholars also realize that KH may have detrimental effects on organizations 10 , 11 either in the form of hindering organizational growth 12 or in financial loss. 13 For instance, KH among co-workers resulted in a financial loss of at least $31.5 billion a year for the “Fortune 500” companies.…”

Section: Introductionmentioning

confidence: 99%

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

Iqbal¹,

Ali²,

Azam³

2022

PRBM

View full text Add to dashboard Cite

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.

show abstract

Section: Introductionmentioning

confidence: 99%

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

Iqbal¹,

Ali²,

Azam³

2022

PRBM

View full text Add to dashboard Cite

show abstract

“…Third, the current study provides a theoretical model that reflects relationships among soft-OM, LG and IWP. Future research, however, could benefit from using the study's model by identifying different variables – such as knowledge sharing, knowledge hiding and knowledge hoarding – that could have different effects, roles and findings as these variables are identified to be crucial for knowledge flow (Oliveira et al. , 2021).…”

Section: Discussionmentioning

confidence: 99%

Soft organizational memory: a new insight using resource-based theory

Al-edenat

2022

JOEPP

View full text Add to dashboard Cite

PurposeThis research aims to bridge the gap in the literature by developing a model to investigate individual work performance (IWP) within small and medium enterprises (SMEs) using soft organizational memory (OM) and additionally aims to test the role of learning and growth (LG) as a mediator in this relationship.Design/methodology/approachA questionnaire survey was developed and adopted from previous studies and distributed to a sample of 320 employees from middle and bottom management levels in Jordanian SMEs. Data were collected and analyzed to test the proposed model employing structural equation modeling (SEM) through AMOS23.FindingsThe study finds that soft-OM positively and directly impacts IWP and LG. Besides, the results show that LG directly affect IWP. Surprisingly, LG mediate the relationship between soft-OM and IWP within SMEs.Practical implicationsEstablishing a store for internal knowledge in such a progressively active environment is probably inadequate; however, knowledge needs to go beyond that among the firm and external structures such as clients, business allies and education and research organizations. This, in turn, will allow building streams of knowledge, consequently attaining an adequate level of performance.Originality/valueThe originality of the current study departs from the fact that stock and flow of knowledge are different. The knowledge stock is the collection of human capital that an organization's employees retain, such as employees' knowledge, capabilities and skills. In contrast, the flow of knowledge expresses the practices that allow the transfer of competence and experience across time, geography and organizations. The current research findings propose that the decomposed approach helps understand the multifaceted associations represented in the knowledge management (KM)–performance linkage that cannot be speculated utilizing a complex model.

show abstract

“…Workplace civility and FI coupled with a knowledge-sharing environment (Wu et al, 2020) make an employee take pride in one's fate of being able to make the right choice of workplace. Contrastingly, workplace incivility, missing/compromising FI, and knowledge hiding make the workplace a compulsion to fetch a mere livelihood (Oliveria et al, 2021). The welcoming mentorship is the most important gift an employer can give to its employee.…”

Section: Beyond the Direct Effect Of Workplace Incivilitymentioning

confidence: 99%

How Knowledge-Hiding Behavior Among Manufacturing Professionals Influences Functional Interdependence and Turnover Intention

Jena

Swain

2021

Front. Psychol.

View full text Add to dashboard Cite

Objectives: Knowledge hiding is inappropriate behavior of employees at the workplace that makes the entire organization suffer a subtle yet significant loss. Lack of sharing makes the journey of learning an arduous process. This, in turn, gives rise to a series of uncivil behaviors, hence resulting in a decrease of functional interdependence (FI). The cascading result toll is a turnover intention (TI), resting only after turnover—an actual separation from the employer. Statistical analysis of the empirical data collected depicts the intensity of influence of FI and TI as a result of the knowledge-hiding behavior.Methods: Three hundred sixty-three executives employed in three public and two private manufacturing organizations in eastern India were the respondents in our study. To analyze the difference in variables of the study, a t-test was carried out. The statistical findings suggest no significant difference among study variables. This specifies that, despite a considerable difference in levels of management, there was no significant difference in perceiving workplace incivility, knowledge-hiding behavior, FI, and TI items of our instruments.Results: Correlation findings show a negative association between workplace incivility and functional interdependence (r = −0.37 when the value of p is <0.01) and a positive association among workplace incivility and turnover intention (r = 0.32 when the value of p is <0.01). The condensed effect of workplace incivility (β = −0.59 when the value of p is <0.001) along with an important presence of knowledge-hiding behavior (β = −0.68 when the value of p is <0.01) when the dependent variable is FI indicates that knowledge-hiding behavior is mediating a partial association among workplace incivility and FI. Similarly, the effect of workplace incivility (β = 0.43 when the value of p is <0.01) is decreased when the impact of knowledge-hiding behavior (β = 0.66 when the value of p is <0.001) was sizeable with TI being the dependent variable.Conclusion: The effect of knowledge hiding is inversely proportional to FI, whereas sharing has a direct relation with TI. An exhaustive data sample and a rigorous statistical analysis may give a clear picture of the amount of impact of TI and FI due to the lack of knowledge sharing and/or knowledge hiding.

show abstract

Knowledge hiding and knowledge hoarding: A systematic literature review

Cited by 49 publications

References 77 publications

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

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

Soft organizational memory: a new insight using resource-based theory

How Knowledge-Hiding Behavior Among Manufacturing Professionals Influences Functional Interdependence and Turnover Intention

Contact Info

Product

Resources

About