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ANTECEDENTS OF KNOWLEDGE HIDING IN ORGANIZATIONS: A STUDY ON KNOWLEDGE WORKERS

Year 2020, Proceedings of The Third Economics, Business And Organization Research (EBOR) Conference, 20 - 32, 31.12.2020

Abstract

References

  • Abubakar, A. M., Behravesh, E., Rezapouraghdam, H. & Yildiz, S. B. (2019). ‘Applying artificial intelligence technique to predict knowledge hiding behavior’. International Journal of Information Management, 49, pp.45-57.
  • Ambrose, M. L., Seabright, M. A. & Schminke, M. (2002). ‘Sabotage in the workplace: The role of organizational injustice’. Organizational Behavior and Human Decision Processes, 89(1), pp. 947-965.
  • Anderson, J. C. & Gerbing, D. W. (1988). ‘Structural equation modeling in practice: A review and recommended two-step approach’, Psychological Bulletin, 103(3), pp. 411-423.
  • Arain, G. A., Bhatti, Z. A., Ashraf, N. & Fang, Y. H. (2020). ‘Top-down knowledge hiding in organizations: an empirical study of the consequences of supervisor knowledge hiding among local and foreign workers in the Middle East’, Journal of Business Ethics, 164(3), pp. 611-625.
  • Arain, G. A., Bhatti, Z. A., Hameed, I. & Fang, Y. H. (2019). ‘Top-down knowledge hiding and innovative work behavior (IWB): a three-way moderated-mediation analysis of self-efficacy and local/foreign status’, Journal of Knowledge Management, 24(2) pp. 127-149.
  • Babcock, P. (2004). Shedding light on knowledge management. HR Magazine, 49 (5), pp. 46-50.
  • Barclay, L. J. & Skarlicki, D. P. (2009). ‘Healing the wounds of organizational injustice: Examining the benefits of expressive writing’, Journal of Applied Psychology, 94(2), pp. 511-523.
  • Blau, P. (1964). Exchange and power in social life. New Brunswick, NJ: Transaction Books.
  • Bogilović, S., Černe, M. & Škerlavaj, M. (2017). ‘Hiding behind a mask? Cultural intelligence, knowledge hiding, and individual and team creativity’, European Journal of Work and Organizational Psychology, 26(5), pp. 710-723.
  • Burmeister, A., Fasbender, U. & Gerpott, F. H. (2019). ‘Consequences of knowledge hiding: The differential compensatory effects of guilt and shame’. Journal of Occupational and Organizational Psychology, 92(2), pp. 281-304.
  • Butt, A. S. & Ahmad, A. B. (2019). ‘Are there any antecedents of top-down knowledge hiding in firms? Evidence from the United Arab Emirates’, Journal of Knowledge Management. 23(8), pp. 1605-1627.
  • Brislin, R. W. (1976). ‘Comparative research methodology: Cross-cultural studies’, International Journal of Psychology, 11(3), pp. 215-229.
  • Černe, M., Nerstad, C. G., Dysvik, A. & Škerlavaj, M. (2014). ‘What goes around comes around: Knowledge hiding, perceived motivational climate, and creativity’, Academy of Management Journal, 57(1), pp.172-192.
  • Connelly, C. E. & Zweig, D. (2015). ‘How perpetrators and targets construe knowledge hiding in organizations’, European Journal of Work and Organizational Psychology, 24(3), pp. 479-489.
  • Connelly, C. E., Černe, M., Dysvik, A. & Škerlavaj, M. (2019). ‘Understanding knowledge hiding in organizations’, Journal of Organizational Behavior, 40(7), pp. 779-782.
  • Connelly, C. E., Zweig, D., Webster, J. & Trougakos, J. P. (2012). ‘Knowledge hiding in organizations’, Journal of Organizational Behavior, 33(1), pp. 64-88.
  • Cropanzano, R. & Mitchell, M. S. (2005). “Social exchange theory: An interdisciplinary review”, Journal of Management, 31(6), pp 874-900.
  • Dollard, J., Miller, N. E., Doob, L. W., Mowrer, O. H. & Sears, R. R. (1939). Frustration and aggression. Yale University Press. https://doi.org/10.1037/10022-000
  • Feng, J. & Wang, C. (2019). ‘Does abusive supervision always promote employees to hide knowledge? From both reactance and COR perspectives’, Journal of Knowledge Management. 23(7), pp.1455-1474.
  • Ferris, D. L., Brown, D. J., Berry, J. W. & Lian, H. (2008). ‘The development and validation of the Workplace Ostracism Scale’, Journal of Applied Psychology, 93(6), pp.1348-1366.
  • Fong, P. S., Men, C., Luo, J. & Jia, R. (2018). ‘Knowledge hiding and team creativity: the contingent role of task interdependence’, Management Decision. 56(2), pp. 329-343.
  • Fornell, C. & Larcker, D. F. (1981). ‘Evaluating structural equation models with unobservable variables and measurement error’, Journal of Marketing Research, 18(1), pp. 39–50.
  • Gagné, M., Tian, A. W., Soo, C., Zhang, B., Ho, K. S. B. & Hosszu, K. (2019). ‘Different motivations for knowledge sharing and hiding: The role of motivating work design’, Journal of Organizational Behavior, 40(7), pp. 783-799.
  • Greenberg, J. (2010). ‘Organizational injustice as an occupational health risk’, Academy of Management Annals, 4(1), pp. 205-243.
  • Grovier, T. (1994). ‘An epistemology of trust’, International Journal of Moral and Social Studies, 8, pp. 155–174.
  • Gürlek, M. (2020a). ‘How does work overload affect unethical behaviors? The mediating role of pay dissatisfaction’, Turkish Journal of Business Ethics, 13(1), pp. 53–78.
  • Gürlek, M. (2020b). Tech Development through HRM: Driving Innovation with Knowledge-Based Cultures. Bingley, UK: Emerald Publishing Limited.
  • Gürlek, M. (2020c). ‘Shedding light on the relationships between Machiavellianism, career ambition, and unethical behavior intention’, Ethics & Behavior, 1-22. https://doi.org/10.1080/10508422.2020.1764846
  • Gürlek, M. & Yeşiltaş, M. (2020). ‘The effect of abusive supervision on service sabotage: a mediation and moderation analysis’, Advances in Hospitality and Tourism Research (AHTR), 8(1), pp. 151-176.
  • Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing theory and Practice, 19(2), 139-152.
  • Henseler, J., Ringle, C. M. & Sarstedt, M. (2015). ‘A new criterion for assessing discriminant validity in variance-based structural equation modeling’, Journal of the Academy of Marketing Science, 43(1), pp. 115-135.
  • Hodson, R., Creighton, S., Jamison, C.S., Rieble, S. & Welsh, S. (1994). “Loyalty to whom? Workplace participation and the development of consent. Human Relations, 47(8), pp. 895-909.
  • Hu, L. T. & Bentler, P. M. (1999). ‘Cutoff criteria for fit indexes in covariance structure analysis: conventional criteria versus new alternatives’, Structural Equation Modeling: A Multidisciplinary Journal, 6(1), pp. 1-55.
  • Huo, W., Cai, Z., Luo, J., Men, C. & Jia, R. (2016). ‘Antecedents and intervention mechanisms: a multi-level study of R&D team’s knowledge hiding behavior’, Journal of Knowledge Management, 20(5), pp. 880-897.
  • Jahanzeb, S., De Clercq, D. & Fatima, T. (2020). ‘Organizational injustice and knowledge hiding: the roles of organizational dis-identification and benevolence’, Management Decision. https://doi.org/10.1108/MD-05-2019-0581
  • Jha, J. K. & Varkkey, B. (2018). ‘Are you a cistern or a channel? Exploring factors triggering knowledge-hiding behavior at the workplace: evidence from the Indian R&D professionals’, Journal of Knowledge Management. 22(4), pp. 824-849.
  • Khalid, M., Bashir, S., Khan, A. K. & Abbas, N. (2018). ‘When and how abusive supervision leads to knowledge hiding behaviors’, Leadership & Organization Development Journal, 39(6), pp.794-806.
  • Khalid, M., Gulzar, A. & Khan, A. K. (2020). ‘When and how the psychologically entitled employees hide more knowledge?’, International Journal of Hospitality Management, 89, 102413.
  • McAllister, R. J., Lewicki, D. J. & Bies, R. J. (2000). Hardball: How trust and distrust interact to predict hard influence tactics use. Unpublished paper, Georgetown University, Washington, DC
  • Mitchell, M. S. & Ambrose, M. L. (2007). ‘Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs’, Journal of Applied Psychology, 92(4), pp. 1159-1168.
  • Nunnally, J. C. (1978). Psychometric theory. McGraw-Hill.
  • Peng, H. (2013). ‘Why and when do people hide knowledge?’, Journal of Knowledge Management, 17(3), pp. 398-415.
  • Riaz, S., Xu, Y. & Hussain, S. (2019). ‘Workplace ostracism and knowledge hiding: the mediating role of job tension’, Sustainability, 11(20), 5547.
  • Ringle, C. M., Wende, S. & Becker, J.M. (2015). “SmartPLS 3”. Boenningstedt: SmartPLS GmbH. Singh, S. K. (2019). ‘Territoriality, task performance, and workplace deviance: Empirical evidence on role of knowledge hiding’, Journal of Business Research, 97, pp. 10-19.
  • Tepper, B. J. (2000). ‘Consequences of abusive supervision’, Academy of Management Journal, 43(2), pp. 178-190.
  • Wang, Y., Han, M. S., Xiang, D., & Hampson, D. P. (2019). ‘The double-edged effects of perceived knowledge hiding: empirical evidence from the sales context’, Journal of Knowledge Management, 23(2), pp. 279-29.
  • Webster, J., Brown, G., Zweig, D., Connelly, C. E., Brodt, S. & Sitkin, S. (2008). Beyond knowledge sharing: Withholding knowledge at work. In J. J. Martocchio (Ed.), Research in personnel and human resource management, Vol. 27: 16-37. Bingley, UK: Emerald Group.
  • Xiao, M. & Cooke, F. L. (2019). ‘Why and when knowledge hiding in the workplace is harmful: a review of the literature and directions for future research in the Chinese context’, Asia Pacific Journal of Human Resources, 57(4), pp. 470-502.
  • Zhao, H. & Xia, Q. (2017). ‘An examination of the curvilinear relationship between workplace ostracism and knowledge hoarding’, Management Decision, 55(2), pp. 331-346.
  • Zhao, H., Liu, W., Li, J. & Yu, X. (2019). ‘Leader–member exchange, organizational identification, and knowledge hiding: T he moderating role of relative leader–member exchange’, Journal of Organizational Behavior, 40(7), pp.834-848.
  • Zhao, H., Peng, Z. & Sheard, G. (2013). ‘Workplace ostracism and hospitality employees’ counterproductive work behaviors: The joint moderating effects of proactive personality and political skill’, International Journal of Hospitality Management, 33, pp. 219-227.
  • Zhao, H., Xia, Q., He, P., Sheard, G. & Wan, P. (2016). Workplace ostracism and knowledge hiding in service organizations. International Journal of Hospitality Management, 59, pp. 84-94.

ANTECEDENTS OF KNOWLEDGE HIDING IN ORGANIZATIONS: A STUDY ON KNOWLEDGE WORKERS

Year 2020, Proceedings of The Third Economics, Business And Organization Research (EBOR) Conference, 20 - 32, 31.12.2020

Abstract

The purpose of this research is to reveal the antecedents of knowledge hiding. In this context, workplace ostracism, abusive supervision, organizational injustice, distrust in coworkers, and career ambition were addressed as the antecedents of knowledge hiding. Research data were collected from employees of companies operating in the information technology (IT) industry in the İstanbul region of Turkey. Structural equation modeling (SEM) was used to test the hypotheses. According to the findings, workplace ostracism, abusive supervision, organizational injustice, distrust in coworkers, and career ambition positively and significantly affect knowledge hiding. The explanatory power of antecedents in relation to knowledge hiding is substantial (R2 = 0.702). As a result, this research contributes to the literature by testing a comprehensive research model on the antecedents of knowledge hiding.

References

  • Abubakar, A. M., Behravesh, E., Rezapouraghdam, H. & Yildiz, S. B. (2019). ‘Applying artificial intelligence technique to predict knowledge hiding behavior’. International Journal of Information Management, 49, pp.45-57.
  • Ambrose, M. L., Seabright, M. A. & Schminke, M. (2002). ‘Sabotage in the workplace: The role of organizational injustice’. Organizational Behavior and Human Decision Processes, 89(1), pp. 947-965.
  • Anderson, J. C. & Gerbing, D. W. (1988). ‘Structural equation modeling in practice: A review and recommended two-step approach’, Psychological Bulletin, 103(3), pp. 411-423.
  • Arain, G. A., Bhatti, Z. A., Ashraf, N. & Fang, Y. H. (2020). ‘Top-down knowledge hiding in organizations: an empirical study of the consequences of supervisor knowledge hiding among local and foreign workers in the Middle East’, Journal of Business Ethics, 164(3), pp. 611-625.
  • Arain, G. A., Bhatti, Z. A., Hameed, I. & Fang, Y. H. (2019). ‘Top-down knowledge hiding and innovative work behavior (IWB): a three-way moderated-mediation analysis of self-efficacy and local/foreign status’, Journal of Knowledge Management, 24(2) pp. 127-149.
  • Babcock, P. (2004). Shedding light on knowledge management. HR Magazine, 49 (5), pp. 46-50.
  • Barclay, L. J. & Skarlicki, D. P. (2009). ‘Healing the wounds of organizational injustice: Examining the benefits of expressive writing’, Journal of Applied Psychology, 94(2), pp. 511-523.
  • Blau, P. (1964). Exchange and power in social life. New Brunswick, NJ: Transaction Books.
  • Bogilović, S., Černe, M. & Škerlavaj, M. (2017). ‘Hiding behind a mask? Cultural intelligence, knowledge hiding, and individual and team creativity’, European Journal of Work and Organizational Psychology, 26(5), pp. 710-723.
  • Burmeister, A., Fasbender, U. & Gerpott, F. H. (2019). ‘Consequences of knowledge hiding: The differential compensatory effects of guilt and shame’. Journal of Occupational and Organizational Psychology, 92(2), pp. 281-304.
  • Butt, A. S. & Ahmad, A. B. (2019). ‘Are there any antecedents of top-down knowledge hiding in firms? Evidence from the United Arab Emirates’, Journal of Knowledge Management. 23(8), pp. 1605-1627.
  • Brislin, R. W. (1976). ‘Comparative research methodology: Cross-cultural studies’, International Journal of Psychology, 11(3), pp. 215-229.
  • Černe, M., Nerstad, C. G., Dysvik, A. & Škerlavaj, M. (2014). ‘What goes around comes around: Knowledge hiding, perceived motivational climate, and creativity’, Academy of Management Journal, 57(1), pp.172-192.
  • Connelly, C. E. & Zweig, D. (2015). ‘How perpetrators and targets construe knowledge hiding in organizations’, European Journal of Work and Organizational Psychology, 24(3), pp. 479-489.
  • Connelly, C. E., Černe, M., Dysvik, A. & Škerlavaj, M. (2019). ‘Understanding knowledge hiding in organizations’, Journal of Organizational Behavior, 40(7), pp. 779-782.
  • Connelly, C. E., Zweig, D., Webster, J. & Trougakos, J. P. (2012). ‘Knowledge hiding in organizations’, Journal of Organizational Behavior, 33(1), pp. 64-88.
  • Cropanzano, R. & Mitchell, M. S. (2005). “Social exchange theory: An interdisciplinary review”, Journal of Management, 31(6), pp 874-900.
  • Dollard, J., Miller, N. E., Doob, L. W., Mowrer, O. H. & Sears, R. R. (1939). Frustration and aggression. Yale University Press. https://doi.org/10.1037/10022-000
  • Feng, J. & Wang, C. (2019). ‘Does abusive supervision always promote employees to hide knowledge? From both reactance and COR perspectives’, Journal of Knowledge Management. 23(7), pp.1455-1474.
  • Ferris, D. L., Brown, D. J., Berry, J. W. & Lian, H. (2008). ‘The development and validation of the Workplace Ostracism Scale’, Journal of Applied Psychology, 93(6), pp.1348-1366.
  • Fong, P. S., Men, C., Luo, J. & Jia, R. (2018). ‘Knowledge hiding and team creativity: the contingent role of task interdependence’, Management Decision. 56(2), pp. 329-343.
  • Fornell, C. & Larcker, D. F. (1981). ‘Evaluating structural equation models with unobservable variables and measurement error’, Journal of Marketing Research, 18(1), pp. 39–50.
  • Gagné, M., Tian, A. W., Soo, C., Zhang, B., Ho, K. S. B. & Hosszu, K. (2019). ‘Different motivations for knowledge sharing and hiding: The role of motivating work design’, Journal of Organizational Behavior, 40(7), pp. 783-799.
  • Greenberg, J. (2010). ‘Organizational injustice as an occupational health risk’, Academy of Management Annals, 4(1), pp. 205-243.
  • Grovier, T. (1994). ‘An epistemology of trust’, International Journal of Moral and Social Studies, 8, pp. 155–174.
  • Gürlek, M. (2020a). ‘How does work overload affect unethical behaviors? The mediating role of pay dissatisfaction’, Turkish Journal of Business Ethics, 13(1), pp. 53–78.
  • Gürlek, M. (2020b). Tech Development through HRM: Driving Innovation with Knowledge-Based Cultures. Bingley, UK: Emerald Publishing Limited.
  • Gürlek, M. (2020c). ‘Shedding light on the relationships between Machiavellianism, career ambition, and unethical behavior intention’, Ethics & Behavior, 1-22. https://doi.org/10.1080/10508422.2020.1764846
  • Gürlek, M. & Yeşiltaş, M. (2020). ‘The effect of abusive supervision on service sabotage: a mediation and moderation analysis’, Advances in Hospitality and Tourism Research (AHTR), 8(1), pp. 151-176.
  • Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing theory and Practice, 19(2), 139-152.
  • Henseler, J., Ringle, C. M. & Sarstedt, M. (2015). ‘A new criterion for assessing discriminant validity in variance-based structural equation modeling’, Journal of the Academy of Marketing Science, 43(1), pp. 115-135.
  • Hodson, R., Creighton, S., Jamison, C.S., Rieble, S. & Welsh, S. (1994). “Loyalty to whom? Workplace participation and the development of consent. Human Relations, 47(8), pp. 895-909.
  • Hu, L. T. & Bentler, P. M. (1999). ‘Cutoff criteria for fit indexes in covariance structure analysis: conventional criteria versus new alternatives’, Structural Equation Modeling: A Multidisciplinary Journal, 6(1), pp. 1-55.
  • Huo, W., Cai, Z., Luo, J., Men, C. & Jia, R. (2016). ‘Antecedents and intervention mechanisms: a multi-level study of R&D team’s knowledge hiding behavior’, Journal of Knowledge Management, 20(5), pp. 880-897.
  • Jahanzeb, S., De Clercq, D. & Fatima, T. (2020). ‘Organizational injustice and knowledge hiding: the roles of organizational dis-identification and benevolence’, Management Decision. https://doi.org/10.1108/MD-05-2019-0581
  • Jha, J. K. & Varkkey, B. (2018). ‘Are you a cistern or a channel? Exploring factors triggering knowledge-hiding behavior at the workplace: evidence from the Indian R&D professionals’, Journal of Knowledge Management. 22(4), pp. 824-849.
  • Khalid, M., Bashir, S., Khan, A. K. & Abbas, N. (2018). ‘When and how abusive supervision leads to knowledge hiding behaviors’, Leadership & Organization Development Journal, 39(6), pp.794-806.
  • Khalid, M., Gulzar, A. & Khan, A. K. (2020). ‘When and how the psychologically entitled employees hide more knowledge?’, International Journal of Hospitality Management, 89, 102413.
  • McAllister, R. J., Lewicki, D. J. & Bies, R. J. (2000). Hardball: How trust and distrust interact to predict hard influence tactics use. Unpublished paper, Georgetown University, Washington, DC
  • Mitchell, M. S. & Ambrose, M. L. (2007). ‘Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs’, Journal of Applied Psychology, 92(4), pp. 1159-1168.
  • Nunnally, J. C. (1978). Psychometric theory. McGraw-Hill.
  • Peng, H. (2013). ‘Why and when do people hide knowledge?’, Journal of Knowledge Management, 17(3), pp. 398-415.
  • Riaz, S., Xu, Y. & Hussain, S. (2019). ‘Workplace ostracism and knowledge hiding: the mediating role of job tension’, Sustainability, 11(20), 5547.
  • Ringle, C. M., Wende, S. & Becker, J.M. (2015). “SmartPLS 3”. Boenningstedt: SmartPLS GmbH. Singh, S. K. (2019). ‘Territoriality, task performance, and workplace deviance: Empirical evidence on role of knowledge hiding’, Journal of Business Research, 97, pp. 10-19.
  • Tepper, B. J. (2000). ‘Consequences of abusive supervision’, Academy of Management Journal, 43(2), pp. 178-190.
  • Wang, Y., Han, M. S., Xiang, D., & Hampson, D. P. (2019). ‘The double-edged effects of perceived knowledge hiding: empirical evidence from the sales context’, Journal of Knowledge Management, 23(2), pp. 279-29.
  • Webster, J., Brown, G., Zweig, D., Connelly, C. E., Brodt, S. & Sitkin, S. (2008). Beyond knowledge sharing: Withholding knowledge at work. In J. J. Martocchio (Ed.), Research in personnel and human resource management, Vol. 27: 16-37. Bingley, UK: Emerald Group.
  • Xiao, M. & Cooke, F. L. (2019). ‘Why and when knowledge hiding in the workplace is harmful: a review of the literature and directions for future research in the Chinese context’, Asia Pacific Journal of Human Resources, 57(4), pp. 470-502.
  • Zhao, H. & Xia, Q. (2017). ‘An examination of the curvilinear relationship between workplace ostracism and knowledge hoarding’, Management Decision, 55(2), pp. 331-346.
  • Zhao, H., Liu, W., Li, J. & Yu, X. (2019). ‘Leader–member exchange, organizational identification, and knowledge hiding: T he moderating role of relative leader–member exchange’, Journal of Organizational Behavior, 40(7), pp.834-848.
  • Zhao, H., Peng, Z. & Sheard, G. (2013). ‘Workplace ostracism and hospitality employees’ counterproductive work behaviors: The joint moderating effects of proactive personality and political skill’, International Journal of Hospitality Management, 33, pp. 219-227.
  • Zhao, H., Xia, Q., He, P., Sheard, G. & Wan, P. (2016). Workplace ostracism and knowledge hiding in service organizations. International Journal of Hospitality Management, 59, pp. 84-94.
There are 52 citations in total.

Details

Primary Language English
Subjects Business Administration
Journal Section Conference Full Paper Proceedings
Authors

Mert Gürlek This is me

Publication Date December 31, 2020
Published in Issue Year 2020 Proceedings of The Third Economics, Business And Organization Research (EBOR) Conference

Cite

APA Gürlek, M. (2020). ANTECEDENTS OF KNOWLEDGE HIDING IN ORGANIZATIONS: A STUDY ON KNOWLEDGE WORKERS. Economics Business and Organization Research20-32.