Understanding counterproductive knowledge behavior: antecedents and consequences of intra-organizational knowledge hiding

Abstract

Purpose This paper aims to explore antecedents and consequences of intra-organizational knowledge hiding. Design/methodology/approach A model was developed and tested with data collected from 691 knowledge workers from 15 North American credit unions. Findings Knowledge hiding and knowledge sharing belong to unique yet possibly overlapping constructs. Individual employees believe that they engage in knowledge hiding to a lesser degree than their co-workers. The availability of knowledge management systems and knowledge policies has no impact on intra-organizational knowledge hiding. The existence of a positive organizational knowledge culture has a negative effect on intra-organizational knowledge hiding. In contrast, job insecurity motivates knowledge hiding. Employees may reciprocate negative knowledge behavior, and knowledge hiding promotes voluntary turnover. Practical implications Managers should realize the uniqueness of counterproductive knowledge behavior and develop proactive measures to reduce or eliminate it. Originality/value Counterproductive knowledge behavior is dramatically under-represented in knowledge management research, and this study attempts to fill that void.

Leader–member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader–member exchange

“…In the workplace, organizational identification is the primary factor shaping employees' attitudes and cooperative behaviors within groups (Blader & Tyler, ). Organizational identification has the potential to decrease employees' counterproductive knowledge behaviors, such as knowledge hiding, by enabling them to judge whether their conduct is congruent with the interests of their organizations (Ashforth & Mael, ; Mael & Ashforth, ; Serenko & Bontis, ). Employees with strong organizational identification may think about issues in terms of organizational interests and strive to achieve group accomplishments (Dutton, Dukerich, & Harquail, ; Hogg & Terry, ; Tse et al, ).…”

“…This phenomenon is called knowledge hiding (Connelly et al, ). Accordingly, scholars have shown great interest in knowledge hiding (Černe, Hernaus, Dysvik, & Škerlavaj, ; Černe, Nerstad, Dysvik, & Škerlavaj, ; Connelly et al, ; Kumar Jha & Varkkey, ; Serenko & Bontis, ). Prior research has indicated the harmfulness of knowledge hiding, such as destructing creativity (Černe et al, ; Černe et al, ), impeding the transmission and development of new knowledge (Černe et al, ), and increasing turnover intention (Connelly et al, ).…”

Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

“…This open communication can even have positive effects on the social relationship (Connelly & Zweig, ). Individuals who use EH and PD will therefore perceive and expect their strategies as more socially harmful than RH, will react with stronger negative effects on job satisfaction, and increased levels of turnover intentions (Ashforth & Mael, ; Edwards, ; Serenko & Bontis, ). RH is less clear: The behavior can be openly justified as honest and more cooperative (e.g., Gordon & Miller, ; Wojciszke, ), such that knowledge seekers and hiders do not consider it deceptive.…”

Does Darker Hide More Knowledge? The Relationship between Machiavellianism and Knowledge Hiding

“…Knowledge hiding which refers to an intentional attempt to conceal or withhold knowledge that is requested by others [2], is deemed as one counterproductive knowledge behavior [10]. However, thus far, few research have examined the relationship between individual personality and knowledge hiding [1] [7].…”