Modeling cynicism and organizational design on job performance: Mediation and moderation mechanism.

Modern organizations assert that cynicism and organizational design provide advantages for knowledge-intensive settings. However, organizational crises may lead to resource shortages, prompting increased knowledge hiding (KH) among workers for competitive edge. Therefore, current study aims to examine the influence of organizational design and cynicism on job performance with organizational justice and KH through the moderating effect of servant leadership. Convenience sampling technique was used for data collection from 730 manufacturing organization employees via a survey questionnaire and data were analyzed with AMOS (28.0). Findings showed that KH's behavior negatively influenced by organizational design and positively influenced by cynicism. The current study also validates that higher management needs to practice advanced organizational justice to improve performance that drastically generates justice practices and reduces KH within the firms. Moreover, deploying servant leadership helps to control the cynicism, and employees start practicing knowledge-sharing behavior that significantly contributes to the performance.

Dark triad and knowledge hiding in firms: Mediating role of perceived organizational politics.

Negative behaviors at the workplace always disturb the management of the firms. This research investigates the link between the dark triad and various types of Knowledge hiding (Evasive hiding, Playing dumb, and Rationalized hiding) in firms. In addition, this study explores perceived organizational politics as a mediator. The design of this study is quantitative and positivist. The data were collected in three waves (45 days gap) with a random sampling approach from 383 personnel/staff working in Chinese commercial banking firms. The data were analyzed using the partial least squares structural equation modeling (PLS-SEM) technique and Smartpls-4 software. This study confirms that dark-triad has a positive relation with knowledge hiding, except psychopathy and Machiavellianism, which have no significant correlation with playing dumb and evasive hiding, respectively. Perceived organizational politics significantly mediate the association between dark triad personality traits and the types of knowledge hiding. Employees with political skills and a trust-based culture can counter the dark-triad personalities and discourage the knowledge-hiding culture. For effective management of knowledge-hiding issues in firms, codifying implicit and explicit Knowledge and developing knowledge repositories can discourage a knowledge-hiding culture.

Is knowledge liberating? The role of knowledge behaviors and competition on the workplace happiness of healthcare professionals.

PURPOSE: The purpose of this paper is to highlight the joint impact of competitive culture and knowledge behaviors (sharing, hoarding and hiding) on workplace happiness among healthcare professionals. It addresses a literature gap that critiques the development of happiness programs in healthcare that overlook organizational, social and economic dynamics. The study is based on the Social Exchange Theory, the Conservation of Resources Theory and the principles of Positive Psychology. DESIGN/METHODOLOGY/APPROACH: The study analyzes a linear relationship between variables using a structural equation model and a partial least squares approach. The data are sourced from a survey of 253 healthcare professionals from Portuguese healthcare organizations. FINDINGS: The data obtained from the model illustrate a positive correlation between competitive culture and knowledge hoarding as well as knowledge hiding. Interestingly, a competitive culture also fosters workplace happiness among healthcare professionals. The complex relationship between knowledge behaviors becomes evident since both knowledge hoarding and sharing positively affected these professionals' workplace happiness. However, no direct impact was found between knowledge hiding and workplace happiness, suggesting that it negatively mediates other variables. ORIGINALITY/VALUE: This research addresses a previously identified threefold gap. First, it delves into the pressing need to comprehend behaviors that enhance healthcare professionals' workplace satisfaction. Second, it advances studies by empirically examining the varied impacts of knowledge hiding, hoarding and sharing. Finally, it sheds light on the repercussions of knowledge behaviors within an under-explored context - healthcare organizations.

Unveiling the nexus between perceived overqualification and knowledge hiding: Moderated mediation analysis of job crafting and job boredom.

Purpose: Grounding on relative deprivation theory, this study aimed to investigate the relationship between perceived overqualification (POQ) and knowledge hiding. Furthermore, this study investigated the mediating role of job boredom and the moderating effect of job crafting. Design: /Methodology/Approach: This study employs Hayes' PROCESS model to analyze data obtained from 374 employees working in the hospitality and tourism industry. Findings: The results indicate a positive relationship between POQ, job boredom, and knowledge hiding. These findings suggest that job boredom mediates the relationship between POQ and knowledge hiding. Furthermore, the study showed a moderated mediation path wherein the interaction effect of POQ and job crafting on knowledge hiding was mediated by job boredom. Research limitations/implications: Data were collected from the hospitality and tourism industry, limiting the generalizability of the findings to other sectors. Additionally, the study relied on self-reported measures, which may have resulted in a bias. Practical implications: Conduct thorough job fit assessments during the hiring process to ensure that candidates' qualifications align closely with job requirements. By matching employees' skills and experiences to their job, organizations can reduce perceived overqualification, which may lower job boredom and knowledge hiding tendencies. Originality/value: This study's focus on person-job misfits adds a new layer of insight into employee experiences in the workplace. By examining how mismatches between individuals and their roles contribute to job boredom and knowledge hiding, this study highlights the importance of aligning job responsibilities with employee skills, qualifications, and preferences.

Relationship between workplace ostracism and knowledge hiding; mediational role of reciprocity beliefs among college teachers.

Based on the social exchange theory and conservation of resources theory, the present research aimed to study the role of reciprocity beliefs in the relationship between workplace ostracism and knowledge hiding among college teachers. The study was conducted on a sample of 490 college teachers (i.e., 250 men & 240 women). The sample's age ranged from 24 to 58 years (M = 28, SD = 1.30). Psychometrically strong measurement tools were used to measure the constructs. Simple linear regression analysis demonstrated workplace ostracism as a significant positive predictor of knowledge hiding for college teachers. Mediation analysis demonstrated that negative and generalized reciprocity beliefs significantly mediated the relationship between workplace ostracism and knowledge hiding. This research will help organizations develop clear policies that encourage knowledge sharing and provide support systems for instructors with experience of ostracism. Limitations and suggestions of the current study for further empirical endeavors have also been discussed.

Feeling low: How social media influences employees' knowledge hidings and innovative behavior.

Prior research has identified both positive and negative consequences arising from the widespread integration of social media within the organizations. The present research suggests that upward social comparison (USC) in social media is related to psychological disengagement resulting in knowledge hiding and lower innovative behavior of individuals. It further suggests that mindfulness mitigates the impact of USC in social media. A two-wave longitudinal survey reveals that individuals who engage in comparative self-assessment with friends projecting an aura of unattainable success on social media unwittingly cause psychological disengagement, a phenomenon which, in turn, precipitates a palpable decline in their innovative behavior and rise in knowledge hiding. Furthermore, our exploration unravels an intricate layer of this narrative - mindfulness of employees for online social interactions reduces this adverse cascade. This study draws attention to the necessity for vigilant managerial oversight. It serves as a clarion call, illuminating the concealed facets of social media, dappled with the intricate interplay of online social comparisons. This research transcends traditional paradigms by introducing a unique perspective on employee engagement with social media, contemplated in the context of online social comparison. It augments the current body of knowledge by shedding light on the complex interplay of these variables within the modern workforce.

How and when team-member exchange influences knowledge hiding behaviors: A moderated dual-pathway model.

Purpose: This study explored the influence of team member exchange on employees' knowledge hiding behaviors via job embeddedness and work alienation, with learning goal orientation acting as the boundary condition. Method: ology: This study adopted a quantitative multi-study research methodology to validate the proposed hypotheses, combining a time-lagged field study with 459 in-service employees and a scenario-based experiment with 128 university students at a northern university in China. Findings: In Study 1 (field study), team-member exchange was negatively associated with knowledge hiding, and job embeddedness and work alienation mediated this relationship. Perceptions of learning goal orientation can amplify the effect of team-member exchange on job embeddedness and work alienation, which in turn reduces knowledge hiding behaviors. A subsequent experiment (Study 2) almost replicated and supported these findings, but work alienation did not play a role as an intermediary in the relationship between team member exchange and knowledge hiding behavior. Practical implications: Managers should stimulate social exchanges among team members to inhibit knowledge hiding behaviors and prioritize individuals exhibiting higher learning goal orientations when deciding whom to hire. Originality: This research identifies and rationalizes how (underlying mechanisms) and when (contingencies) team-member exchange can make a difference in employees' knowledge hiding behaviors, expanding and advancing further research on the knowledge hiding phenomenon from a team perspective.

Impostor leader and knowledge hiding: Attachment avoidance as underlying mechanism.

Impostorism and knowledge-hiding behaviors negatively impact employees and organizational performance. This study examines the association between impostor leaders and knowledge hiding (evasive hiding, playing dumb, and rationalized hiding). Attachment avoidance is discussed as a mediator between impostor leaders and knowledge-hiding. For quantitative analyses, this study collected the data from 429 individuals with two time lags by sharing the survey instrument link on different organizations' randomly selected official media pages. After obtaining approval from the administrators of these pages, leaders and subordinates from these organizations were asked to participate in the study. The partial least squares structural equation modeling method is employed with Smartpls-4 software for data analyses. The findings indicate that impostor leaders promote knowledge hiding in subordinates. However, impostor leaders highly promote rationalized hiding behavior in subordinates. Attachment avoidance mediates the relationship between the impostor leader and knowledge-hiding behaviors. However, the highest mediation relationship exists between an impostor leader and playing dumb behavior in subordinates. This study strengthens the generalizability of the social exchange theory. The implications mentioned in this study are beneficial in understanding and dealing with the Impostorism and knowledge-hiding phenomena.

Expanding the dimensions of knowledge hiding: testing a moderated mediation model and analyzing the mediating role of psychological distress using PLS-SEM.

This study sheds light on the literature on knowledge-hiding behavior in organizations and highlights a better and deeper understanding of the reasons for giving rise to knowledge hiding. In recent decades, knowledge hiding has been subjected to numerous studies in systematic literature reviews and organizational management regarding its impact on outcomes such as individual and organizational performance; however, the mechanism by which knowledge hiding is influenced by antecedents and the process of leading knowledge hiding has not been actively verified. In addition, most previous studies have classified knowledge hiding into one-factor or three-factor dimensions: evasive hiding, playing dumb, and rationalized hiding. To address these issues and limitations, we aimed to conduct empirical research, which have focused on four new dimensions (playing dumb, evasive hiding, rationalized hiding, and procrastination) of knowledge-hiding behavior. Unlike previous research, we provide a research framework for the process of hiding knowledge and verify the significance of the research model, drawing on the social exchange theory and conservation of resources theory to explore and verify the process of hiding knowledge. Specifically, we argue that knowledge hiding is caused by exploitative leadership, and psychological distress as mediators in the relationship between these two variables. Moreover, the moderating and mediating effects of leader incivility were verified. To empirically test the research model, a survey was conducted with 287 employees from small- and medium-sized enterprises in China. Partial least squares structural equation modeling (PLS-SEM), SPSS PROCESS, and AMOS software were used for statistical analyzes. The findings provide evidence that exploitative leadership positively influences both psychological distress and the four dimensions of knowledge hiding. In addition, the mediating effect of psychological distress and the moderating effect of leader incivility were verified and shown to be statistically significant. Based on these findings, the theoretical and practical implications, limitations, and directions for future research are discussed. Overall, the most important contribution is expanding the research field, as this is the first empirical study on the four dimensions of knowledge hiding.

Knowledge hiding and individual task performance: The role of individual creativity as mediator.

This study investigates the association of knowledge hiding with individual task performance and the mediation role of individual creativity. It focuses on how employees' knowledge-hiding behavior can influence their task performance and how individual creativity can alleviate the negative consequences of knowledge-hiding. Data was collected from 256 employees working in financing companies in Indonesia. Hypothesis testing was conducted using the Structural Equation Model - Partial Least Square (SEM-PLS) model. The findings showed that all indicators significantly represented the dimensions of evasive hiding, playing dumb, and rationalized hiding, which collectively constitutes knowledge hiding. Furthermore, the study confirmed that individual creativity served as a mediator in the relationship between knowledge hiding and individual task performance. The implications of this study underscore the importance of addressing knowledge-hiding behavior within organizations and promoting individual creativity as a means to overcome the negative consequences and enhance task performance.

The mediating influence of perceived workplace ostracism on the relationship between interpersonal distrust and knowledge hiding and the moderating role of person-organization unfit.

Experiencing ostracism at work is traumatic, adversely impacting employees' mental health, attitudes, and behaviors. Although the effects of workplace ostracism have captured academic interest, holistic models identifying its antecedents' determinants and ramifications are scarce. This research conducts a holistic investigation of perceived workplace ostracism by evaluating how interpersonal distrust influences it and the knock-on effect on knowledge hiding. Moreover, it investigates the moderating role of person-organization unfit in the proposed perceived workplace ostracism-knowledge hiding relationship. Data gathered from 242 employees in the United Arab Emirates was analyzed via partial least squares structural equation modeling (PLS-SEM). The findings reveal that interpersonal distrust positively affects perceived workplace ostracism, which in turn drives knowledge hiding. Additionally, person-organization unfit moderates perceived workplace ostracism's influence on knowledge hiding, with high unfit exacerbating the effect. We discuss our findings' practical and theoretical implications and suggest future avenues for research.

The Influence of Workplace Envy on Employees' Knowledge-Hiding Behavior Based on a Comparative Analysis between Generation Cohorts.

How to promote the free flow of knowledge among employees is the core factor used to improve the innovation ability and even competitive advantage of an organization. Research on how to reduce knowledge-hiding behavior and promote knowledge sharing among employees becomes the key to enhancing the technological innovation capability of enterprises and effectively responding to the VUCA environment at present. Based on social comparison theory and regulatory focus theory, this study uses 402 enterprise employees as samples to deeply study the influence mechanism of workplace envy on their knowledge-hiding behavior and compare the differences between new-generation employees and non-new-generation employees. The research results show that: (1) employee's benign envy has a significant negative effect on knowledge-hiding behavior, while malicious envy has a significant positive effect on knowledge-hiding behavior. (2) Promotion regulatory focus plays a partly mediating effect between benign envy and employee knowledge-hiding behavior, while prevention regulatory focus also plays a partly mediating effect between malicious envy and employee knowledge-hiding behavior. (3) Generation not only has a positive moderating effect on the relationship between benign envy and promotion regulatory focus but also has a positive moderating effect on the relationship between malicious envy and prevention regulatory focus. This study further found that the younger the employee generation cohort, the more substantial the effect of benign envy on the promotion regulatory focus, while the older the employee generation cohort, the more substantial the effect of malicious envy on the prevention regulatory focus.

Does organizational justice facet matters in knowledge hiding?

To address the gap of extant literature and to assess employees' in-role and innovative performance, a model was developed and tested through organizational justice facets- procedural, distributive, and interactional justice with knowledge hiding facets, well-being facets and professional commitment. The purpose of the present research is to inspect the role of justice facets in shaping knowledge hiding behavior through optimistic role of well-being toward employee performance with the remedial role of professional commitment under the shadow of Psychological Ownership Knowledge Theory (POKT) and Social Exchange Theory (SET). For that persistence, present research acknowledged the practices and connotations of knowledge hiding because limited research is prevailed on the contrasting influence of knowledge hiding practice. Data were collected through random sampling via dual-wave survey questionnaire from 613 employees working in Kuala Terengganu, Malaysia. Structural Equation Modeling was carried out through AMOS (24.0) and SPSS (25.0). Findings reveal that the association with in-role and innovative performance with justice is positively associated through well-being, and the relationship between knowledge hiding and job performance was also positively associated. This study argued that knowledge sharing reshapes knowledge hiding behavior that plays a negative role in organizational performance. This study suggested the notable contribution in the direction of organizational context of developing realm settings by revealing the predecessor character of knowledge hiding and endorses the organizational justice to persuade top management for in-role and innovative performance enhancement.

Workplace conflicts and knowledge hiding: Mediating role of relational psychological contract breach.

This study explains workplace conflicts (interpersonal and task-related) as antecedents of knowledge-hiding behaviors. Moreover, a relational psychological contract breach is a mediator between workplace conflicts and knowledge-hiding behavior. For empirical evidence, data were collected from research and development institutions in Pakistan. The results confirm the significant association between conflicts and knowledge-hiding behaviors and the mediating role of relational psychological contract breach. The objective of this study is to investigate the impact of workplace conflicts (interpersonal conflict and task-related conflict) on knowledge-hiding behaviors (evasive hiding, playing dumb, and rationalized hiding). Besides, a relational psychological contract breach is used as a mediator between workplace conflicts and knowledge-hiding behaviors. By using a simple random sampling technique and time lag strategy, the data were collected from 408 employees working in research and development institutions in Pakistan. For analyses, this study employed partial least squares structural equation modeling statistical technique by using SmartPls-3 software. The results of the study confirm the significant relationship between workplace conflicts and knowledge-hiding behaviors. Relational psychological contract breach also significantly mediates the relationship between conflicts and knowledge-hiding behaviors. However, this study found an insignificant association between interpersonal conflict and evasive knowledge hiding.

The correlation analysis between organizational justice, knowledge-hiding behaviour and Nurses' innovation ability: A cross-sectional study.

AIM: The aim of the study was to analyse the correlations among organizational justice, knowledge-hiding behaviour and nurses' innovation ability. DESIGN: A descriptive and cross-sectional design and the data were collected using questionnaires. METHODS: Demographic information, professional data, innovation capacity scales, knowledge-hiding scales and organizational justice scales were used in this study. Using descriptive statistics, t-tests, one-way analysis of variance and Pearson's or Spearman's correlation analyses, we compared the differences and examined the correlations between participants' demographic and innovation capacity scales, and knowledge-hiding scales and organizational fairness scales. RESULTS: We received 1486 valid responses, with an effective response rate of 96.68%. We found team role, nursing age, number of training, literature-reading habits, organizational justice, information justice, fair distribution and deaf knowledge-hiding as the influencing factors of nurses' innovation. Nurses' sense of organizational fairness negatively correlated with knowledge concealment and positively correlated with innovation ability. Moreover, knowledge hiding negatively correlated with nurses' innovation ability. Furthermore, knowledge-hiding plays a partial intermediary role between organizational fairness and nurses' innovation ability.

Workplace suspicion, knowledge hiding, and silence behavior: A double-moderated mediation model of knowledge-based psychological ownership and face consciousness.

Silence behavior is a common and influential phenomenon in organizations. Scholars have explored a lot of antecedents for silence behavior, but rarely from the perspective of colleagues. Based on the conservation of resources theory and self-regulation theory, the study constructs a double-moderated mediating model to explore the relationship between workplace suspicion and silence behavior as well as its mechanism. This study conducts a three-wave questionnaire survey and adopts 303 valid pairs of samples from 23 companies in China to validate the research hypotheses. A confirmatory factor analysis in the AMOS software and the PROCESS bootstrapping program in SPSS is used in this study. Our findings indicate that workplace suspicion is positively correlated with silence behavior; knowledge hiding mediates the relationship between workplace suspicion and silence behavior; knowledge-based psychological ownership moderates this mediating effect by strengthening the negative impact of workplace suspicion on knowledge hiding; and face consciousness moderates the mediating effect by weakening the positive impact of workplace suspicion on knowledge hiding. Managerial and practical implications, limitations, and future research directions are discussed and offered.

Informational justice and employee knowledge hiding behaviours: Mediation of organizational identification and moderation of justice sensitivity.

Purpose: - This study examines the effects of information justice on employee knowledge hiding via the mediation of organizational identification, and further investigates how justice sensitivity moderates these effects.Design/methodology/approach: Data were collected through a questionnaire survey with 250 working individuals in China. Confirmatory factor analysis was conducted to test the validity and reliability of the construct measurement. Regression analyses were then used for hypothesis tests. Findings: Informational justice is negatively associated with evasive hiding and playing dumb behaviours but positively associated with rationalized hiding behaviour through the mediation of organizational identification. In addition, justice sensitivity moderates the relationship between informational justice and organizational identification. Practical implications: Managers should deliver informational justice in their workplace interactions with subordinates in counteracting workplace knowledge hiding, and pay special attention to employees with higher justice sensitivity who possess critical knowledge to the organization. Originality/value: This study identified informational justice in the leader-follower exchange domain as a predictor of employee knowledge hiding, and examined specific mediation mechanism and boundary effects.

The effect of job insecurity on knowledge hiding behavior: The mediation of psychological safety and the moderation of servant leadership.

As the global economy deteriorates because of the great shocks such as COVID-19 pandemic and wars among nations, the business environment is suffered from uncertainty and risk. To deal with it, several firms have attempted to maximize its efficiency via downsizing and restructuring to diminish costs. Thus, the degree of anxiety is increased among employees who worry about the loss of their job. The current research hypothesizes that job insecurity increases employees' knowledge hiding behavior by diminishing the degree of their psychological safety. In other words, psychological safety functions as the underlying process (i.e., mediator) in the job insecurity-knowledge hiding behavior link. Furthermore, this paper tries to examine the boundary condition of how to decrease the detrimental influence of job insecurity, focusing on the moderating effect of servant leadership. Utilizing a 3-wave time-lagged data from 365 Korean employees, we empirically demonstrated that employees who perceive job insecurity are less likely to perceive psychological safety, eventually increasing their knowledge hiding behavior. We also found that servant leadership functions as a positive moderator which buffers the negative impact of job insecurity on psychological safety. Theoretical and practical contributions are described.

The impact of entrepreneurial team psychological capital on innovation performance: The mediating role of knowledge sharing and knowledge hiding.

Introduction: The important role of psychological capital on corporate innovation has attracted the attention of academics, more and more scholars have conducted related studies. Although most scholars have explored the mechanisms and paths of psychological capital on innovation performance, few scholars have explored the inner relationship between them from the perspective of knowledge management. Based on the knowledge management perspective, We explore the influence effect of the psychological capital of entrepreneurial teams on the innovation performance of startups in the entrepreneurial situation. Methods: We conducted hypothesis testing using data from 113 Chinese entrepreneurial teams, and conducted reliability analysis, correlation analysis, and regression analysis on the questionnaire data with the help of SPSS software and AMOS software. Results: The results showed that (1) entrepreneurial team psychological capital has a significant positive effect on innovation performance of startups; (2) entrepreneurial team psychological capital positively promotes their knowledge sharing behavior and reduces knowledge hiding behavior; (3) entrepreneurial team knowledge sharing and knowledge hiding play a partially mediating role between entrepreneurial team psychological capital and innovation performance of startups; (4)organizational innovation climate plays a moderating role in the influence of entrepreneurial team knowledge sharing and knowledge hiding on the innovation performance of startups. Discussion: The findings are consistent with the hypothesis model proposed in this paper, indicating that as the psychological capital of entrepreneurial teams increases, the innovation performance of startups can benefit from higher levels of knowledge sharing and lower levels of knowledge hiding.

The Relationship Between Perceptions of Leader Hypocrisy and Employees' Knowledge Hiding Behaviors: Testing a Moderated Mediation Model.

Purpose: Knowledge-sharing is critical for the survival and development of today's organization, but employees are not always willing to share their knowledge and sometimes even hide it intentionally or unintentionally. Taken from the leadership perspective, this paper aims to investigate the influence of leader hypocrisy on employees' knowledge-hiding behaviors. Drawing on the self-determination theory (SDT), this paper explores the mediating role of basic psychological needs satisfaction, as well as the moderating effect of employees' interdependent self-construal on the relationship between basic psychological needs satisfaction and knowledge-hiding behaviors. The moderated mediation effect is also tested. Methods: The data were collected from companies located in mainland China. The data sample for analysis consists of 336 employees. Hierarchical regression analysis was adopted to test the hypotheses of our proposed model. Results: Leader hypocrisy are positively related to knowledge-hiding behaviors (b = 0.490, p < 0.01). Basic psychological needs satisfaction plays a partial mediating role in such relationship (b =0.118, [0.056, 0.210]). The interdependent self-construal moderates the relationship between basic psychological needs satisfaction and knowledge-hiding behaviors (b = 0.134, p < 0.01), as well as the moderated mediation effect (BootSE = 0.018, [-0.083, -0.009]). Conclusion: The results show that leader hypocrisy is positively related to knowledge-hiding behaviors, and basic psychological needs satisfaction partially mediates such relationship. The interdependent self-construal weakens the negative relationship between basic psychological needs satisfaction and knowledge hiding.