The dark side of knowledge sharing: Exploring “knowledge sabotage” and its antecedents

Artificial Intelligence Capability and Organizational Creativity: The Role of Knowledge Sharing and Organizational Cohesion

“…Second, this study explores the relationship between knowledge sharing and organizational creativity at the organizational level. Most of the existing researches study knowledge sharing and organizational creativity from the individual level ( Perotti et al, 2021 ), but lack of relevant researches from the organizational level. Based on artificial intelligence capability, this paper examines the impact of organization-level knowledge sharing on organizational creativity, and confirms that there is a significant positive correlation between organization-level knowledge sharing and organizational creativity.…”

The impacts of knowledge-oriented leadership on employees' knowledge management behaviors in Chinese based organizations: a qualitative study

“…In other words, without the drive from the knowledge-oriented leaders, some employees may choose to hold knowledge as they believe it gives them power (Liu et al, 2019). Keeping such knowledge will allow them to leverage and capitalize knowledge based resources to gain competitive advantage over others, and thus, some employees are less willing to share knowledge, especially their tacit knowledge (Nonoka and Takeuchi, 1995;Perotti et al, 2022). To inspire employees to share knowledge, it is important for these leaders to increase their KM cognitions.…”

“…Indeed, the execution of knowledge sharing is highly dependent on the awareness of individual leaders and how these leaders view their knowledge-oriented leadership skills (Chen et al, 2018;Liu et al, 2022). In other words, those leaders and senior managers, who make strategic decisions regarding KM initiatives and investments of the firms (Mousavizade and Shakibazad, 2019;Liu et al, 2022), are more likely to affect employees' KM behaviors such as knowledge sharing (Perotti et al, 2022;Yin et al, 2020). Hence, these leaders need to better develop their knowledge-oriented leadership skills in order to facilitate the KM processes of their organizations.…”

“…By studying 44 participants from Chinese software organizations, Chen et al (2018) found that the motivation for KM, such as knowledge sharing is indeed related to the awareness of their leaders and managers. Knowledge sharing process, however, is linked with inherent aspects of an organizational culture, which can potentially influence employees' attitude towards KM and knowledge sharing (Ardichvili et al, 2006;Intezari et al, 2017;Lo and Tian, 2020;Perotti et al, 2022;Suppiah and Sandhu, 2011). Hence, it is vital for leaders to develop their knowledge leadership and management skills in order to increase their levels of KM awareness.…”

“…Hence, it is vital for leaders to develop their knowledge leadership and management skills in order to increase their levels of KM awareness. Additionally, they need to create a corporate knowledge culture, which is crucial to infiltrate the advanced KM concept into the organizations (Perotti et al, 2022). According to Mageswari et al (2017), the creation of KM friendly culture can facilitate KM strategy, enable organizations to understand their knowledge resources and enhance knowledge creation to achieve competitive advantage.…”