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Purpose This study aims to identify the counterproductive knowledge behavior (CKB) of volunteers in nonprofit organizations and its influencing factors, based on the theories of planned behavior and well-being. Design/methodology/approach An online survey was used to collect 496 valid responses. A structural equation model was constructed, and the relationships among the constructs were estimated via the maximum likelihood method. To analyze the direct and indirect effects, 2,000 bootstrapping runs were conducted. A Kruskal-Wallis test was also conducted to analyze the relationship between the variables. Findings A combination of organizational factors and individual attitudes and perceptions can be used to explain CKB. Insecurity about knowledge sharing had the greatest impact on CKB. A competitive organizational norm induced CKB while a knowledge-sharing organizational norm did not have a significant impact. Further, the more self-determined the volunteer activity was, the more the CKB was suppressed. However, well-being did not have a significant direct effect. Volunteers with high levels of well-being and self-determination had significantly lower levels of insecurity about knowledge sharing compared to those who did not. Practical implications Well-being arising from volunteering did not directly suppress CKB. To improve organizational efficiency by reducing CKB, nonprofit organization managers should provide intrinsically motivating tasks and interact with the volunteers. Originality/value There is a lack of empirical research on CKB in volunteer organizations; therefore, the authors propose a new approach to knowledge management in volunteer activities.
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