Journal ArticleDOI
The role of multilevel synergistic interplay among team mastery climate, knowledge hiding, and job characteristics in stimulating innovative work behavior
TLDR
In this paper, the authors investigated the multilevel interplay among team-level, job-related, and individual characteristics in stimulating employees' innovative work behavior (IWB) based on the theoretical frameworks of achievement goal theory (AGT) and job characteristics theory (JCT).Abstract:
This study investigates the multilevel interplay among team-level, job-related, and individual characteristics in stimulating employees' innovative work behavior (IWB) based on the theoretical frameworks of achievement goal theory (AGT) and job characteristics theory (JCT). A multilevel two-source study of 240 employees and their 34 direct supervisors in two medium-sized Slovenian companies revealed significant two- and three-way interactions, where a mastery climate, task interdependence, and decision autonomy moderated the relationship between knowledge hiding and IWB. When employees hide knowledge, a team mastery climate only facilitates high levels of IWB if accompanied by either high task interdependence or high decision autonomy. In the absence of one of these job characteristics, knowledge hiding prevents higher levels of IWB even in the case of strong team mastery climate. The results suggest that multiple job design antecedents are necessary to neutralize the negative influence of knowledge hiding on micro-innovation processes within organizations.read more
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Understanding Knowledge Hiding in Organizations
TL;DR: The 2019 special issue on understanding knowledge hiding in organizations as discussed by the authors provides some context to how and why this phenomenon should be studied and provides some suggestions for future research on knowledge hiding and its implications in organizations.
Journal ArticleDOI
Evasive knowledge hiding in academia: when competitive individuals are asked to collaborate
TL;DR: The research provides insights into several important antecedents of EKH by focusing on situations where colleagues respond to explicit requests by hiding knowledge and the moderating role of collaborative job design offers practical solutions on how to improve knowledge transfer between mistrusted and competitive scholars.
Journal ArticleDOI
Different motivations for knowledge sharing and hiding: The role of motivating work design
TL;DR: In this paper, a panel survey of Australian knowledge workers and in a Chinese knowledge intensive organization was conducted to understand employee motivation to share and hide knowledge, and they found that cognitive job demands and job autonomy were positively related to future reports of knowledge sharing frequency and usefulness.
Journal ArticleDOI
Knowledge hiding as a barrier to thriving: The mediating role of psychological safety and moderating role of organizational cynicism
TL;DR: Wang et al. as discussed by the authors found that knowledge hiding negatively influences employees' thriving through psychological safety, and this influence is contingent on organizational cynicism, and the negative effect of knowledge hiding on psychological safety was greater under higher levels of organizational cynicism.
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Posted Content
The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance
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Journal ArticleDOI
The Impact Of Human Resource Management Practices On Turnover, Productivity, And Corporate Financial Performance
TL;DR: In this article, the authors comprehensively evaluated the links between systems of high performance work practices and firm performance and found that these practices have an economically and statistically significant impact on both intermediate employee outcomes (turnover and productivity) and short and long-term measures of corporate financial performance.
Journal ArticleDOI
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