Telling “white lies” within the entrepreneurial firm: How rationalized knowledge hiding between founder CEO and founder CTO influences new product development

Xiong, Chang; Zheng, Leven J.; Germon, Rony; Susini, Jean-Paul; Chang, Victor

doi:10.1016/j.jbusres.2021.07.039

Cited by 15 publications

(9 citation statements)

References 82 publications

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“…Knowledge hiding even varies according to an individual’s experience within the organisation and the nature of the job (Issac et al , 2020). Though scholars have identified certain predictors of the behaviour, such as trust (Su, 2020; Xiong et al , 2021), the complexity and uncertainty of a task (Zhang and Min, 2021), personality traits (Arshad and Ismail, 2018; Yao et al , 2020) and territoriality (Garg et al , 2021; Peng, 2013; Singh, 2019), etc. ; a holistic understanding of knowledge hiding behaviour remains lacking (Siachou et al , 2021).…”

Section: Introductionmentioning

confidence: 99%

The effects of expert power and referent power on knowledge sharing and knowledge hiding

Issac

Bednall

Baral

et al. 2022

JKM

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Purpose The purpose of this research study is to determine the ways in which employees’ personal power-expert and referent power influences their knowledge sharing and hiding behaviour. There are hardly any studies that have investigated the effects of employee power and expectations regarding the consequences of divulging knowledge. In this study, the authors investigate whether expected gains and losses in employee personal power influence employees’ willingness to participate in knowledge transfer. Design/methodology/approach The authors adopted a two-wave survey design and collected critical data from 288 employees of knowledge-intensive industries identified through online techno-groups, such as Stack Exchange. In the first wave, out of the total, 192 knowledge workers attended the follow-up survey. The authors apply polynomial regression followed by surface response analysis to establish the effects of any discrepancy between the current levels of employees’ personal power and their expected levels if they divulge their unique critical knowledge. Findings The authors find out that employees having relatively strong personal power are more likely to share knowledge, and the expected losses in power are categorically associated with a reduced intention to share knowledge. The authors also observed an increased knowledge hiding with expected losses in power. Surprisingly, the authors find that these established negative outcomes are also specifically associated with the expected gains in personal power. Research limitations/implications The most significant contribution of this study is to establish that power plays an important but complex role in determining the employees’ participation in knowledge transfer activities. The authors specifically conclude that the optimal scenario for knowledge sharing is one in which the employees’ contributions are fairly valued and their reputation is not expected to change because of knowledge sharing. Originality/value To the best of the authors’ knowledge, this study is one of the first comprehensive studies that link power to both sharing and hiding of knowledge. This study is also unique in terms of its investigation of the effects of any discrepancy between current levels of employees’ personal power and their expected levels if they share or hide their unique critical knowledge. Thus, this research study is a unique contribution in terms of what and why of an untouched area in the entire knowledge management literature with a special focus on knowledge sharing and hiding.

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Section: Introductionmentioning

confidence: 99%

The effects of expert power and referent power on knowledge sharing and knowledge hiding

Issac

Bednall

Baral

et al. 2022

JKM

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“…, 2021). However, rationalized hiding of knowledge can reduce team conflicts and improve decision-making efficiency among senior managers, ultimately accelerating the new product development process in a company (Xiong et al. , 2021).…”

Section: Discussionmentioning

confidence: 99%

“…Such behaviors hinder the accumulation and production of creative knowledge in the organization (Connelly and Zweig, 2015) and can even lead to counterproductive work behaviors by employees (Arain et al, 2021). However, rationalized hiding of knowledge can reduce team conflicts and improve decision-making efficiency among senior managers, ultimately accelerating the new product development process in a company (Xiong et al, 2021). From a developmental HR practices perspective, this study offers guidance to managers on how to reduce deceptive knowledge hiding and increase rationalized knowledge hiding behaviors among employees in a moderate manner.…”

Section: Practical Implicationsmentioning

confidence: 99%

Unlocking the relationships between developmental human resource practices, psychological collectivism and knowledge hiding: the moderating role of affective organizational commitment

Yang,

Tang,

et al. 2024

JOCM

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PurposeThis study aims to draw on social exchange theory and reciprocity norm to examine the direct effects and mechanisms through which developmental human resources (HR) practices influence employee knowledge hiding behaviors. Additionally, the authors investigate the mediating role of psychological collectivism and the moderating role of affective organizational commitment.Design/methodology/approachTo test the research model, the authors employed a three-stage time-lagged study design and surveyed a sample of 302 employees in China. The authors utilized confirmatory factor analysis, hierarchical regression analysis and the bootstrapping method using statistical product and service solutions (SPSS) and analysis of moment structures (AMOS) to test the hypotheses.FindingsThe findings indicate the following: (1) Developmental HR practices are negatively associated with playing dumb and evasive hiding, but positively linked with rationalized hiding; (2) Psychological collectivism serves as a mediating factor in the relationship between developmental HR practices and knowledge hiding; (3) Affective organizational commitment not only moderates the relationship between developmental HR practices and psychological collectivism, but also reinforces the indirect impact of developmental HR practices on knowledge hiding.Originality/valueThis study offers a fresh perspective on previous research regarding the impact of developmental HR practices on employee behavior. Furthermore, it provides practical recommendations for organizations to enhance knowledge management by fostering stronger emotional connections between employees and the organization.

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“…As for the employees with higher EI, they have a lower feeling of working pressure and are more able to present a better working state ( Xiong et al, 2021 ). Especially when facing difficulties from supervisors and colleagues, they are more able to turn pressure into motivation and reduce their own job stress.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Emotional Intelligence and Knowledge Hiding Behaviors: The Mediating Role of Job Stress

Wang

Dong²

2022

Front. Psychol.

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Emotion is fundamental to human experiences influencing our daily activities including cognition, communication, learning, and decision-making, but the effect of emotion on knowledge management in firms receives a little attention, especially in the field of knowledge hiding behaviors. Drawing on the cognitive appraisal theory of stress and coping as a unique theoretical lens to explicate how knowledge hiding behaviors happen, this study investigates the mediating effect of job stress in the relationship between emotional intelligence (EI) and knowledge hiding behaviors. We conducted a field study with 193 full-time employees in smart healthcare firms to test our hypotheses. Results supported the mediating effects of job stress in accounting for the relationship between EI and knowledge hiding behaviors. Our study is among the first to examine how emotional intelligence predicts knowledge hiding behaviors. This study contributes to the literature on knowledge management and emotional intelligence.

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Telling “white lies” within the entrepreneurial firm: How rationalized knowledge hiding between founder CEO and founder CTO influences new product development

Cited by 15 publications

References 82 publications

The effects of expert power and referent power on knowledge sharing and knowledge hiding

The effects of expert power and referent power on knowledge sharing and knowledge hiding

Unlocking the relationships between developmental human resource practices, psychological collectivism and knowledge hiding: the moderating role of affective organizational commitment

Emotional Intelligence and Knowledge Hiding Behaviors: The Mediating Role of Job Stress

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