Article2021

How and when do employees hide knowledge from co-workers?

Ghulam Ali Arain · Imran Hameed · Abdul Karim Khan · Alberto Dello Strologo · Amandeep Dhir

54 citations0/0 files storedJournal of Knowledge Management

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Knowledge Management and Sharing Job Satisfaction and Organizational Behavior Organizational Learning and Leadership

Abstract

Purpose Drawing on social learning and social cognitive theories, this study aims to examine a multi-level moderated mediation model that tests the mediating effect of moral disengagement (MD: Level 1) between perceived organisational politics (POP: Level 1) and employee knowledge hiding from coworkers (EKHC: Level 1). The authors further propose that supervisor knowledge hiding from employees (SKHE: Level 2) moderates this mediation effect. Design/methodology/approach The authors obtained multi-sourced, multi-timed and multi-level data regarding 294 employees, working under 80 supervisors, from multiple organisations operating in Pakistan. The authors analysed these data using multi-level structural equation modelling via Mplus. Findings The results show that employee MD significantly mediates the direct relationship between POP and EKHC. The mediation effect is further positively moderated by SKHE, which amplifies the mediation effect. Originality/value To the best of the authors’ knowledge, this is the first empirical study that examines both EKHC and SKHE together in a single research model and provides a thorough understanding of why, how and when POP leads to EKHC.

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References

2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It 1991Social cognitive theory of self-regulation 2006The Essential Impact of Context on Organizational Behavior 2005Potential Problems in the Statistical Control of Variables in Organizational Research: A Qualitative Analysis With Recommendations 2011Knowledge hiding in organizations 1996Mechanisms of moral disengagement in the exercise of moral agency.2012WHY EMPLOYEES DO BAD THINGS: MORAL DISENGAGEMENT AND UNETHICAL ORGANIZATIONAL BEHAVIOR 2013Servant Leadership and Serving Culture: Influence on Individual and Unit Performance

Cited by

2022Why and how targets’ negative workplace gossip exhort knowledge hiding? Shedding light on organizational justice 2022Mitigating knowledge hiding behaviour through organisational social capital: a proposed framework 2023The influence of motivations to share knowledge in preventing knowledge sabotage occurrences: An empirically tested motivational model 2024Paradoxical behavior toward innovation: Knowledge sharing, knowledge hiding, and career sustainability interactions 2023Leader knowledge hiding and employee change-oriented voice: A dual mediation process

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