Perceived organizational support, psychological entitlement, and extra-role behavior: The mediating role of knowledge hiding behavior

Abstract

Research on the knowledge sharing has exploded over the past decades due to trends and integration of knowledge and talent management in modern workplace. However, knowledge hiding has been left unexplored; moreover, efforts to foster knowledge sharing remain because employees are unwilling to share their knowledge for several reasons. Drawing on psychological ownership and social exchange theory, this article investigated the nexus between perceived organizational support, psychological entitlement, knowledge hiding behavior, and extra-role behavior, and the mediating role of knowledge hiding behavior. Utilizing survey data collected from 375 employees in Jordanian commercial banks, a structural equation modeling was applied to analyze the data. Results from structural equation modeling show that (1) perceived organizational support has a positive impact on extra-role behavior, (2) knowledge hiding behavior has a negative impact on extra-role behavior, (3) psychological entitlement has a positive impact on knowledge hiding behavior, and (4) knowledge hiding behavior mediated the relationship between psychological entitlement and extra-role behavior. Implications for theory and practice are discussed.

An Empirical Study of Affective Commitment: the Case of Machinery Enterprises in Hochiminh City

“…The results of this study confirm that PDM and POS are the predictors of affective commitment. Especially, POS has a strong impact on affective commitment and should be considered as a key antecedent of affective commitment (Alnaimi & Rjoub, 2019). Therefore, scholars should pay more attention to PDM and POS in the study of affective commitment.…”

Tit for Tat: Abusive Supervision and Knowledge Hiding-The Role of Psychological Contract Breach and Psychological Ownership

“…Past studies have shown that abusive behaviors of supervisors are associated with employees' undesirable attitudinal and behavioral outcomes, such as low job performance [30], a decrease in organizational citizenship behavior [32], an increase in deviant workplace behavior, job burnout, and emotional exhaustion [33][34][35][36][37]. Moreover, prior studies tested several individual (i.e., professional commitment and psychological entitlement) and organizational factors (i.e., organizational culture, policies, leadership styles) as antecedents with KH [12][13][14][15][16][17][18]20]. However, one such undesirable behavioral outcome is KH, which is largely ignored in the abusive supervision literature.…”

“…Prior studies have identified three major factors influencing KH including individual factors, knowledge content, and organizational factors. For example, research has established the relationship between personal level factors and KH, such as the perceived value of knowledge, psychological entitlement, professional commitment, and psychological ownership of knowledge [12][13][14][15]. Similarly, knowledge-related factors that contribute to KH include task relatedness and complexity of knowledge [6].…”

Impact of shared goals on knowledge hiding behavior: the moderating role of trust

“…Previous literature has identified the three-level factors (organizational, individual and knowledge content) that influence knowledge hiding. First, the organizational-level factors include perceived organizational politics (Malik et al, 2019), performance-proven goal orientation (Zhu et al, 2019) and perceived organizational support (Alnaimi and Rjoub, 2019). Second, the individual-level factors may consist of privacy concerns (Zhai et al, 2019), psychological entitlement (Alnaimi and Rjoub, 2019), professional commitment (Ghani et al, 2019) and psychological ownership (Huo et al, 2016).…”