Linking workplace ostracism and knowledge hoarding via organizational climate: a review and research agenda

Abstract

Purpose This study aims to analyze the relationship between workplace ostracism and knowledge hoarding. The study also proposes a mediational role of organizational climate in the relationship between workplace ostracism and knowledge hoarding. Design/methodology/approach The procedure used in the study is a systematic literature review covering workplace ostracism, knowledge hoarding and organizational climate from 1986 to 2021. The studies were explored using keyword searches such as “Workplace ostracism”, “Knowledge hoarding” and “Organizational climate” from the selected databases, namely, Scopus, Web of Science and Google Scholar. Findings The systematic review of 146 articles found most studies suggesting that workplace ostracism affects employees’ personal and professional relationships and is a precursor to knowledge hoarding behaviours. The workplace ostracism–knowledge hoarding relationship has a logical explanation as knowledge hoarding is often perceived as counter-normative, which can reduce the performance of a hoarder, leading to behaviours such as ostracism and expulsion. The review proposes that organizational climate plays a significant role in improving the workplace ostracism and knowledge hoarding relationship. The study introduces some fundamental propositions towards the development of a model for future research. Originality/value The study attempts to uncover a series of relationships between workplace ostracism, knowledge hoarding and organizational climate, which may enhance academic discussion and offer clarity to the conceptualization of these two fields.

Favouritism: a recipe for ostracism? How jealousy and self-esteem intervene

“…As a result, the non-favoured employees are likely to side-line or disengage the favoured colleague from routine conversations, challenging tasks, crucial meetings and projects to pacify their frustrations and inferiority complex or showcase their capabilities and gain intangible benefits the favoured employees possess (Liang et al, 2022). Favoured coworkers may also be ostracised as a part of knowledge hoarding to conserve the limited resources the non-favoured employees have (Dash et al, 2023). By doing so, the latter may expect to harness more favours from leaders, effectively isolating the favoured coworkers seen as potential hurdles to their career growth (Howard et al, 2020).…”

“…(2021) concluded that others' destructive interpersonal and work behaviours elicit ostracism. In their qualitative enquiry involving intermediate or senior-level executives, Dash et al . (2023) found that the actor's characteristics, such as feelings of superiority, emotional unpredictability and lack of interpersonal trust, amongst others, play a major role in driving him/her to ostracise other colleagues.…”

“The old order Changeth!” Building sustainable knowledge management post COVID-19 pandemic

“…Knowledge hoarding and omission could become a significant challenge for organizations working in the virtual environment. It was difficult to spot signs or changes in employees’ attitudes during remote work, like limited engagement in organizational activities and showing passive behavior patterns (Dash et al , 2022). Employees missed in-person communications with their colleagues, necessitating organized knowledge assets and their need for systematic storage and access (Howard, 2021).…”

“…Employees still conceal their expertise and knowledge to avoid the undesirable implications of knowledge sharing, i.e. being seen as tedious or fearing jeopardizing their influence and reputation (Dash et al , 2022). SKM would require well-defined norms and protocols enabled by supporting facilities to enable a higher focus on knowledge creation and transfer instead of just capturing it.…”

“…The deleterious effect was a loss of trust in KM systems, further reducing the willingness to share knowledge and reducing its quality (Behme et al, 2021). Researchers suggest that reestablishing trust in KM systems would play a crucial role in the post-pandemic, requiring leaders to implement agility in their knowledge initiatives and develop competence (Tomé et al, 2022).The most straightforward strategy for business leaders to encourage employees' participation is to generate enthusiasm for knowledge sharing by actively urging employees to contribute their expertise and associating incentives and performance evaluations with knowledge sharing (Dash et al, 2022). However, while knowledge exchange could be encouraged, it remains largely a discretionary act (David et al, 2019).…”