When and how the psychologically entitled employees hide more knowledge?

Khalid, Maria; Gulzar, Amir; Khan, Abdul Karim

doi:10.1016/j.ijhm.2019.102413

Cited by 58 publications

(45 citation statements)

References 76 publications

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“…This is because China has a prevailing socialist market economy where most enterprises are state-owned and parallel the private sector but little ownership exists. Hence, psychological entitlement does not have a positive effect on knowledge-hiding behavior, which contradicts past research ( Khalid et al, 2020 ; Alnaimi and Rjoub, 2021 ). As far as H 4 is concerned, knowledge-hiding behavior was found to have a positive and significant effect on organizational performance.…”

Section: Discussioncontrasting

confidence: 84%

Antecedents of Knowledge Hiding and Their Impact on Organizational Performance

Wen

2021

Front. Psychol.

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Research on knowledge management has rapidly increased in the last decade, leaving a huge gap on how, why, and what triggers knowledge hiding in inter-organizational setups. Furthermore, the fostering factors for knowledge sharing have also remained unexplored because the employees in an organization are unwilling to share their knowledge with others for several reasons. The current study has attempted to explore the reasons that make employees hide their knowledge from other employees in order to excel. The individual factors considered in this study that make employees hide their knowledge are the lack of rewards for knowledge sharing, internal competition, and psychological entitlement. Furthermore, the interesting consequent factor of knowledge hiding in this study was found to be significant. The moderating role of employees’ social status has a significant moderating effect on the relationship between knowledge-hiding behavior and organizational performance. The population of the study was the managerial employees of financial institutions of China and the sample size taken in his study was 446 via convenient sampling technique. The independent factors in this study found significant results of knowledge-hiding behavior, thus approving the mediating role of knowledge hiding in the organizational performance of the financial institutions of China. The software used in this study for the data analysis was smart PLS and the technique used was partial least square SEM for the measurement of the hypothesis of the study. The study’s findings also have certain implications for policymaking in financial institutions that may hinder knowledge hiding practices and support the uninterrupted flow of knowledge among employees.

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Section: Discussioncontrasting

confidence: 84%

Antecedents of Knowledge Hiding and Their Impact on Organizational Performance

Wen

2021

Front. Psychol.

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“…Tsay et al (2014), Jha andVarkkey (2018), andHernaus et al (2019) argue that individuals' confidence in their knowledge and perception of their competitiveness affect their willingness to share knowledge. Peng (2013), Huo et al (2016), Kang (2016), Singh (2019), Khalid et al (2020), and Zhai et al (2020) believe individuals' perceived exclusivity of knowledge, knowledge power, and knowledge privacy are the primary factors that determine how much knowledge they are willing to share with colleagues. He et al (2020), Lin et al (2020), and Wu (2020) explore the formation mechanism of knowledge hiding from the perspectives of psychological safety and perceived threats.…”

Section: Antecedentsmentioning

confidence: 99%

“…Other scholars explore the boundary effect of positive traits, such as individualism/collectivist values (Semerci, 2019), positive affectivity (Jahanzeb et al, 2020a), benevolence or tolerance (Jahanzeb et al, 2020b), prosocial motivations (Škerlavaj et al, 2018), harmonious work enthusiasm (Anser et al, 2020), professional commitment (Malik et al, 2019), trust-related affect/cognition (Nadeem et al, 2021), social skills (Wang et al, 2019), and cultural intelligence (Bogilović et al, 2017). In addition to these studies, scholars examine the impacts of negative traits on knowledge hiding, such as negative reciprocity (Zhao et al, 2016;Jahanzeb et al, 2019), instrumental thinking (Abdullah et al, 2019), hostile attribution bias (Khalid et al, 2020), moral disengagement (Zhao et al, 2016), and cynicism (Jiang et al, 2019).…”

Section: Influence Mechanismsmentioning

confidence: 99%

Knowledge Hiding: Current Research Status and Future Research Directions

Jiang

et al. 2021

Front. Psychol.

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This article provides a review of scientific articles addressing the topic of knowledge hiding in organizations. Based on a descriptive analysis, bibliometric analysis, and content analysis of a sample of 81 articles published in the academic journals in the Web of Science from 2012 to 2020, we identify the main areas and current dynamics of knowledge hiding research. Our results show that the central research themes of knowledge hiding include five clusters: concept and dimensions, antecedents, consequences, theories, and influence mechanisms. Based on our findings, we suggest future research should further develop the concept and dimensions of knowledge hiding; probe deeper into the consequences of knowledge hiding; explore multilateral, cross-level, and collective knowledge hiding; employ innovative theoretical perspectives and research methods to study knowledge hiding; and address how cultural and other contextual factors may shape the knowledge hiding behavior.

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“…Based on this logic, we posit that exploited employees may be reluctant to expend their own time and energy on others' requests and then engage in knowledge hiding. Besides, knowledge itself is an important individual resource (Connelly et al, 2012;Hobfoll, 1989;Khalid et al, 2020). Previous studies found that when some resources become inadequate, individuals will seek to reduce the loss of other resources (Feng and Wang, 2019;Skerlavaj et al, 2018).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

The effect of exploitative leadership on knowledge hiding: a conservation of resources perspective

Guo

Cheng

Luo

2020

LODJ

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PurposeDrawing on conservation of resources (COR) theory, this study aims to explore the influencing mechanism of exploitative leadership on knowledge hiding. Specifically, this study focuses on the mediating role of psychological distress and the moderating role of hostile attribution bias in affecting the mediation.Design/methodology/approachData were collected from 324 employees of a high-technology company in China by a three-wave questionnaire survey. Hierarchical regression analysis and bootstrapping approach were employed to test hypotheses.FindingsThis study found that exploitative leadership was positively related to knowledge hiding and that psychological distress mediated this relationship. Moreover, the results revealed that the positive relationship between exploitative leadership and psychological distress and the indirect effect of exploitative leadership on knowledge hiding via psychological distress were stronger when hostile attribution was high rather than low.Practical implicationsThe findings of this study offer guidance for managers to better undermine the negative effects of exploitative leadership.Originality/valueFirst, this study extends the literature on exploitative leadership by verifying the positive effect of exploitative leadership on knowledge hiding. Second, this study enriches one’s understanding of the “black box” underlying the link between exploitative leadership and its consequences by demonstrating the mediating role of psychological distress. Third, by verifying the moderating role of hostile attribution bias, this study provides insights into the boundary conditions of the impact of exploitative leadership.

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When and how the psychologically entitled employees hide more knowledge?

Cited by 58 publications

References 76 publications

Antecedents of Knowledge Hiding and Their Impact on Organizational Performance

Antecedents of Knowledge Hiding and Their Impact on Organizational Performance

Knowledge Hiding: Current Research Status and Future Research Directions

The effect of exploitative leadership on knowledge hiding: a conservation of resources perspective

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