Understanding employees’ knowledge hiding behaviour: the moderating role of market culture

Koay, Kian Yeik; Sandhu, Manjit Singh; Tjiptono, Fandy; Watabe, Motoki

doi:10.1080/0144929x.2020.1831073

Cited by 35 publications

(36 citation statements)

References 63 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The hypothesis that FLT would decrease knowledge hiding behaviors among employees was accepted. Therefore, leaders, managers, and supervisors should consider using integrity, assurance, and pragmatism to increase organizational commitment (Fuller, 2021a) and reduce knowledge-hiding behaviors (Koay et al, 2020;Ladan et al, 2017). Next, the findings contributed to developing new theoretical and empirical ethical methods (Connelly et al, 2017;Men et al, 2018).…”

Section: Discussionmentioning

confidence: 97%

Foundational Leadership Theory: A New Ethical Approach to Reducing Knowledge-Hiding Practices Among Employees

Fuller¹

2021

IJSSS

View full text Add to dashboard Cite

Knowledge hiding is a destructive behavior that degrades organizational success. Knowledge hiding is the intentional withholding of information from another employee. It has been reported that 76% of U.S. employees hide knowledge from each other. The displaced aggression theory suggests that employees are more likely to hide knowledge from others in the presence of mistreatment by a leader. Therefore, there was a need to investigate new ethical theories that have been shown to influence organizational commitment and potentially decrease knowledge-hiding practices among employees. This research used foundational leadership theory (FLT) developed by Fuller in 2021 to examine the overall influence on knowledge hiding. The sample consisted of 306 full-time employees across various industries throughout the United States. The results indicated that FLT had a significant negative relationship (-0.64); regression analysis indicated that, as FLT increased, knowledge hiding decreased by 0.57. Therefore, leadership training programs that teach ethical leaders based on integrity, assurance, and pragmatism will likely reduce knowledge hiding tactics among employees and create a strategic advantage among competitors.

show abstract

Section: Discussionmentioning

confidence: 97%

Foundational Leadership Theory: A New Ethical Approach to Reducing Knowledge-Hiding Practices Among Employees

Fuller¹

2021

IJSSS

View full text Add to dashboard Cite

show abstract

“…Social exchange theory has often been used for examining knowledge sharing in past studies [4,11,46,47]. Nadeem et al [46] explored the moderating role of trust in knowledge hiding behavior.…”

Section: Source Definitionmentioning

confidence: 99%

“…They found that different trusts (cognitive-based trust and affective-based trust) negatively moderated the relationship between shared goals and knowledge hiding behavior. Furthermore, Koay et al [47] proved that perceived loss of knowledge power, perceived loss of face, perceived organizational incentives, affective-based trust, and selfefficacy influenced knowledge hiding within organizations by applying interpersonal behavior and social exchange theory. Among these factors, perceived loss of knowledge power had the most substantial influence on knowledge hiding.…”

Section: Source Definitionmentioning

confidence: 99%

“…The severity of the threat posed by knowledge sharing will increase as users grow, and information becomes more widespread and faster in cyberspace. According to Koay et al [47], people may be hesitant to voluntarily share their knowledge with others since knowledge is perceived as a source of power and personal competitive advantage in the online community. Aside from that, people are usually motivated to keep a particular image when they are in the company of other people.…”

Section: Perceived Severity and Interdependencementioning

confidence: 99%

“…Aside from that, people are usually motivated to keep a particular image when they are in the company of other people. Users who share uncertain or inappropriate knowledge on the Internet can be easily attracted to and mocked by other community members [1,7,47,87].…”

Section: Perceived Severity and Interdependencementioning

confidence: 99%

See 2 more Smart Citations

Why Do People Hide Knowledge in the Online Knowledge Community? An Integrated Framework of Protection Motivation, Self-Determination, and Social Exchange Beliefs

Qin

Lee

2021

Sustainability

View full text Add to dashboard Cite

Suppressing knowledge hiding is a prerequisite for achieving positive knowledge interactions among people. Most previous studies concentrate on knowledge hiding in organizations, but the quantitative examination of knowledge hiding antecedents in the online knowledge community has been limited. This study investigates individuals’ knowledge hiding intentions in the context of the online knowledge community through an integrated framework of protection motivation theory, self-determination theory, and social exchange beliefs. We tested the research model through a valid sample of 377 respondents from Chinese online knowledge community users. The results demonstrate that individuals’ threat appraisal (perceived severity and perceived vulnerability) and intrinsic motivation (perceived autonomy and perceived relatedness) are negatively associated with interdependence. Additionally, interdependence within the online knowledge community is proved to negatively affect individuals’ knowledge hiding intention. Furthermore, reciprocity and trust moderate the relationship between interdependence and knowledge hiding intentions. This study enriches the academic literature in the knowledge hiding field, and the findings provide an in-depth understanding of knowledge hiding in the context of the online knowledge community.

show abstract

‘Do I share because I care?’: Investigating the factors influencing consumer's adoption of shared consumption

Khalek

Chakraborty

2023

Bus Strat Env

View full text Add to dashboard Cite

The preference structure of consumers remains a perplexing issue for sharing platforms. This study aims to broaden the understanding of shared consumption (SC) adoption. It employed the theory of interpersonal behaviour (TIB) and the theory of planned behaviour (TPB) to propose a conceptual model integrating cognitive, affective and normative beliefs to explain sharing intention. A cross‐sectional survey was conducted using a self‐administered questionnaire to gather responses. Using partial least square structural equation modelling (PLS‐SEM), the assessment of 298 valid responses revealed that economic incentives, normative beliefs, environmental concerns and perceived moral norms are significant predictors of sharing intention. The results of this study offer insights into the fact that consumers are cognizant of the sustainability concern and are ready to amend their consumption patterns driven by moral norms. Additionally, non‐cognitive factors like freedom from ownership hassles and availability uncertainty influence sharing intention. The study's theoretical contributions include extending the application of TIB to shared consumption behaviour and integrating non‐cognitive factors with TPB factors to understand shared consumption intention better. Accordingly, the study offers guidance to marketers for promoting shared consumption.

show abstract

Understanding employees’ knowledge hiding behaviour: the moderating role of market culture

Cited by 35 publications

References 63 publications

Foundational Leadership Theory: A New Ethical Approach to Reducing Knowledge-Hiding Practices Among Employees

Foundational Leadership Theory: A New Ethical Approach to Reducing Knowledge-Hiding Practices Among Employees

Why Do People Hide Knowledge in the Online Knowledge Community? An Integrated Framework of Protection Motivation, Self-Determination, and Social Exchange Beliefs

‘Do I share because I care?’: Investigating the factors influencing consumer's adoption of shared consumption

Contact Info

Product

Resources

About