Building a knowledge sharing climate amid shadows of sabotage: a microfoundational perspective into job satisfaction and knowledge sabotage

Francesco Antonio Perotti · Zoltán Rózsa · Michal Kuděj · Alberto Ferraris

36 citations0/0 files storedJournal of Knowledge Management

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Knowledge Management and Sharing Job Satisfaction and Organizational Behavior Innovation and Knowledge Management

Abstract

Purpose Drawing on the microfoundations theory and rational choice sociology, this study aims to investigate knowledge-sharing microfoundations through knowledge sabotage behaviours in the workplace. As such, it aims to shed light on the adverse impact of knowledge sabotage on a knowledge-sharing climate. Design/methodology/approach As a quantitative deductive study, it is based on information collected from 329 employees of European companies by self-administered online surveys. Data validity and reliability has been assessed through a confirmatory factor analysis, and data analysis was carried out by using a covariance-based structural equation modelling technique. Findings The findings from the empirical investigation supported the baseline hypotheses of the multilevel conceptual model, which is the positive relationship between organizational trust and environmental knowledge sharing. Then, recurring to a microfoundational exploration, this study supports the mediating indirect effect of job satisfaction and knowledge sabotage in affecting knowledge sharing as a social outcome. Research limitations/implications This study concurs to broaden knowledge-sharing awareness among scholars and practitioners, by focusing on knowledge sabotage as its most pernicious counterproductive behaviour. Furthermore, this research provides valuable guidance for the future development of research based on multilevel investigations. Originality/value This study builds on the need to explore the numerous factors that affect knowledge sharing in economic organizations, specifically focusing on knowledge sabotage. Adapting Coleman’s bathtub, the authors advance the first multilevel conceptual model used to unveil the knowledge-sharing microfoundations from the perspective of a counterproductive knowledge behaviour.

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References

1990Absorptive Capacity: A New Perspective on Learning and Innovation 1989Agency Theory: An Assessment and Review 1995An Integrative Model of Organizational Trust 2001Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 1995AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS.2001Knowledge Management: An Organizational Capabilities Perspective 2017PLS-SEM or CB-SEM: updated guidelines on which method to use 2005Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Forces, and Organizational Climate1

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2024Bridging Innovation Management and Circular Economy: An Empirical Assessment of Green Innovation and Open Innovation 2024Paradoxical behavior toward innovation: Knowledge sharing, knowledge hiding, and career sustainability interactions 2025Unfolding knowledge sabotage: the roles of knowledge-sharing climate, trustful climate and dark triad 2025Performance motivation and knowledge hiding: exploring the role of moral disengagement in education sector

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