Why and When Do People Hide Knowledge?
April 19, 2013 Editor 0
Purpose – The purpose of this paper is to examine why and when employees hide knowledge. Individuals may tend to hide knowledge when they have strong psychological ownership feeling over the knowledge. Therefore, this research builds and tests a theoretical model linking knowledge-based psychological ownership with knowledge hiding via territoriality.
Design/methodology/approach – Data were collected from knowledge workers in China via a web-based three-wave survey. The final sample was 190 cases. Hierarchical regression models and bootstrapping approach were used to test the hypotheses.
Findings – Results show that knowledge-based psychological ownership positively affects knowledge hiding. Territoriality fully mediates the link between knowledge-based psychological ownership and knowledge hiding. Moreover, organization-based psychological ownership moderates the positive link between territoriality and knowledge hiding. Specifically, territoriality will mediate the indirect effect of knowledge-based psychological ownership on knowledge hiding when organization-based psychological ownership is low but not when it is high.
Research limitations/implications – The research reflects that to reduce knowledge hiding, organizations should focus on practices that can decrease employees’ self-perception of possession of knowledge and territoriality, and that can strengthen employees’ psychological ownership for organizations.
Originality/value – Although many actions have been adopted to foster knowledge management in companies, knowledge hiding is still prevalent in work settings. This paper highlights the predictive power of knowledge-based psychological ownership on knowledge hiding, and the mediating role of territoriality in the link between knowledge-based psychological ownership and knowledge hiding.
Go to Source
- Ethical issues in knowledge management: conflict of knowledge ownership
- Strategic Analysis of Knowledge Firms: The links between Knowledge Management and Leadership
- Strategic analysis of knowledge firms: the links between knowledge management and leadership
- KNOWLEDGE MANAGEMENT IN MNCs – THE IMPORTANCE OF SUBSIDIARY TRANSFER PERFORMANCE
- Are internal knowledge transfer strategies double-edged swords?
- Knowledge Acquisition: The Roles of Perceived Value of Knowledge Content and Source
Categories: Knowledge Management
Subscribe to our stories
- Device that recycles vaporized water from power plants wins MIT $100K May 28, 2019
- Why Do Foreign Investors’ Attitudes toward Women Matter? May 28, 2019
- When less is more: coordinating innovation in open versus closed source software development May 28, 2019
- Social entrepreneurship: an emerging market perspective, some fresh evidence from Ghana May 28, 2019
- Influence of personal traits on social entrepreneurship intention: an empirical study related to Tunisia May 28, 2019