Temporary Team Performance and Knowledge Hiding: Mediated by Interpersonal Mistrust

Abstract

Although scholars have acknowledged that knowledge hiding is negatively with team performance, none of the extant research has revealed the relationship between knowledge hiding and the performance of temporary teams. To fill this gap, we will explore whether and how knowledge hiding influences temporary team performance. Following a literature review, the correlation between knowledge hiding, interpersonal distrust, and temporary team performance is explored, and the theoretical model between variables is constructed, along with four hypotheses. Then, a quantitative analysis is conducted through a QS (Questionnaire Survey) design on the proposed hypotheses. Specifically, test is conducted on the collected data, and then SPSS and AMOS are used to integrate and analyze the data of 102 teams. The results show that knowledge hiding and its two dimensions (active and passive hiding) have a negative impact on the work efficiency of temporary teams. Interpersonal distrust plays a mediating role between knowledge hiding and temporary team performance. The incentive atmosphere, including control atmosphere and performance atmosphere, can regulate the performance of a temporary team efficiently. Control atmosphere is favorable to improving interpersonal trust and team performance, and performance atmosphere is inverted U-shaped regulation between interpersonal distrust and temporary team performance. Based on the above conclusions, the corresponding management suggestions that encouraging members in temporary teams to share actively and confronting the passive concealment of knowledge are put forward to enhance interpersonal trust and improve the efficiency of the temporary team.

The impact of entrepreneurial team psychological capital on innovation performance: The mediating role of knowledge sharing and knowledge hiding

“…Scholars have used psychological capital as a mediating variable in their models when examining the relationship between the role of abusive supervision, ethical leadership, and knowledge sharing, empirical results showed that psychological capital was positively related to knowledge sharing ( Agarwal and Anantatmula, 2021 ; Goswami and Agrawal, 2022 ); Zhu used psychological capital as a mediating variable when exploring the relationship between perceived overqualification and knowledge hiding behavior, and the results showed that psychological capital has a negative effect on knowledge hiding ( Zhu et al, 2022 ). By combing through the relevant literature, Dongling et al (2022) found that knowledge sharing has a positive impact on firm innovation performance, and the empirical results show that member knowledge sharing in the era of big data significantly impact the innovation performance of eSports industry knowledge alliances ( Yue et al, 2022 ); scholars have shown through their research that knowledge hiding as an independent or mediating variable has a negative effect on task performance ( Tian et al, 2022 ), team performance ( Miao et al, 2022 ), organizational performance ( Wen and Ma, 2021 ), and innovation performance ( Rong and Liu, 2021 ) of firms. In summary, psychological capital has a correlation with knowledge sharing and knowledge hiding, and at the same time, knowledge sharing, knowledge hiding and innovation performance also have a correlation, but the existing literature lacks an overall study of the above four variables, and the inner connection between the four needs to be explored in depth.…”

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