Knowledge Sharing, Hypercompetitiveness, and Contextual Factors: Investigating a Three-Way Effect

Yoon, Seoin; Kim, Seckyoung Loretta; Go, Changwon; Yun, Seokhwa

doi:10.1007/s10869-019-09634-x

Cited by 13 publications

(20 citation statements)

References 72 publications

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“…When it is impossible for HR managers to avoid assigning demanding workloads to their employees though, such as when hypercompetitive market environments make it necessary (Yoon, Kim and Go 2020), our results caution against making the problem worse by establishing an organisational decision-making climate that employees perceive as strongly competitive. In such climates, employees feel even more threatened by their excessive workloads, so to protect their sense of self-worth, they blame their employer for not respecting the sanctity of their private lives, which justifies territorial protection of their knowledge resources.…”

Section: Practical Implicationsmentioning

confidence: 73%

Detrimental effects of work overload on knowledge hiding in competitive organisational climates

Sofyan

Clercq

Shang

2021

Asia Pac J Human Res

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This article addresses unexplored questions related to why and when employees' experience of work overload might spur their knowledge hiding behaviour, in a process mediated by family-unfriendly time demands and moderated by a competitive organisational climate. Two-wave, time-lagged data, collected from employees in multiple industries, reveal that a notable reason that excessive work pressures escalate into enhanced knowledge hiding is that employees believe they have to put their jobs before their family lives. This mediating role of family-unfriendly time demands is particularly salient in the presence of performanceoriented organisational climates. For human resource managers, this research underscores a critical factorthe sense that employees have to sacrifice their family lives for workthrough which excessive work pressures may lead employees to conceal valuable knowledge. It also reveals how this risk can be subdued by an organisational culture that avoids a strict focus on performance comparisons across employees.

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Section: Practical Implicationsmentioning

confidence: 73%

Detrimental effects of work overload on knowledge hiding in competitive organisational climates

Sofyan

Clercq

Shang

2021

Asia Pac J Human Res

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“…Our findings of a catalytic role of perceived organizational unforgiveness should not be interpreted as a suggestion that organizational leaders should simply forgive employees for every mistake they make. Individual errors can have terribly detrimental consequences, especially in hypercompetitive market environments (Yoon et al , 2020). But it is the responsibility of organizational authorities to avoid appearing merciless in their evaluations, and thus avoid providing politically inept employees with an excuse to slack in their productive work efforts (Guchait et al , 2016).…”

Section: Discussionmentioning

confidence: 99%

You're draining me! When politically inept employees view organization-linked emotional exhaustion and unforgiveness as reasons for diminished job performance

Clercq

Azeem

Haq

2022

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PurposeThis study seeks to unpack the negative relationship between employees' political ineptness and their job performance, by proposing a mediating role of organization-induced emotional exhaustion and a moderating role of perceived organizational unforgiveness.Design/methodology/approachThe research hypotheses were tested with three-round survey data collected among employees and their supervisors across multiple industry sectors.FindingsPolitical ineptness diminishes the likelihood that employees undertake performance-enhancing work behaviors because they perceive that their employer is draining their emotional resources. This mediating role of organization-induced emotional exhaustion is particularly salient when they perceive that organizational authorities do not forgive mistakes.Practical implicationsThis study reveals a critical risk for employees who find it difficult to exert influence on others: They become complacent in their job duties, which then might further compromise their ability to leave a positive impression on others. This counterproductive process is especially prominent if organizational leaders appear unforgiving.Originality/valueThis study contributes to extant research by explicating an unexplored mechanism (organization-induced emotional exhaustion) and catalyst (organizational unforgiveness) related to the escalation of political ineptness into diminished job performance.

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“…Empirical evidence suggests that hypercompetitive individuals do, in fact, engage in primary control actions. For example, hypercompetitive individuals have been shown to engage in ethically questionable behavior such as withholding knowledge from coworkers (Yoon et al, 2020), engaging in unethical bargaining behavior (Westbrook et al, 2011), and cheating in academic contexts (Orosz et al, 2013). Such instrumental behavior is presumably, at least in part, the result of an ego-driven need to outperform perceived competitors.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Creative self-enhancement in a team context: The role of gender, creative self-concept, and trait hypercompetitiveness.

Grosser¹,

Gilson²,

Dong³

et al. 2024

Psychology of Aesthetics, Creativity, and the Arts

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Although mounting research has focused on the antecedents to accurate idea evaluation-an important step in the creative process-little attention has been given to the biases that may occur when individuals evaluate their own creativity. This study examines biased creative self-evaluation via the antecedents to creative self-enhancement, defined as an overly positive self-perception of one's own creative performance. We examine three individual differences as antecedents to creative self-enhancement-gender, creative self-concept, and trait hypercompetitiveness-and test our hypotheses in a unique competitive context using a pre-post research design. Results suggest that men and those who are relatively high in trait hypercompetitiveness are at higher risk of creative self-enhancement. We also find marginal support for a multiplicative effect: Males who are relatively high in hypercompetitiveness and relatively low in creative self-concept engage in the highest level of creative self-enhancement. Theoretical implications and opportunities for future research are discussed.

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Knowledge Sharing, Hypercompetitiveness, and Contextual Factors: Investigating a Three-Way Effect

Cited by 13 publications

References 72 publications

Detrimental effects of work overload on knowledge hiding in competitive organisational climates

Detrimental effects of work overload on knowledge hiding in competitive organisational climates

You're draining me! When politically inept employees view organization-linked emotional exhaustion and unforgiveness as reasons for diminished job performance

Creative self-enhancement in a team context: The role of gender, creative self-concept, and trait hypercompetitiveness.

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