شواهد تجربی درباه نقش پنهان سازی دانش
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شواهد تجربی درباه نقش پنهان سازی دانش

عنوان فارسی مقاله: قلمروداری، عملکرد کاری و کج رفتاری در محل کار: شواهد تجربی در نقش پنهان سازی دانش
عنوان انگلیسی مقاله: Territoriality, task performance, and workplace deviance: Empirical evidence on role of knowledge hiding
مجله/کنفرانس: مجله پژوهشی کسب و کار - Journal of Business Research
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت دانش، مدیریت عملکرد، مدیریت منابع انسانی
کلمات کلیدی فارسی: قلمروداری، پنهان سازی دانش، عملکرد کاری، کج رفتاری در محل کار
کلمات کلیدی انگلیسی: Territoriality، Knowledge hiding، Task performance، Workplace deviance
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journal List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.jbusres.2018.12.034
دانشگاه: College of Business, Abu Dhabi University, Abu Dhabi, United Arab Emirates
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 5/352 در سال 2018
شاخص H_index: 158 در سال 2019
شاخص SJR: 1/684 در سال 2018
شناسه ISSN: 0148-2963
شاخص Quartile (چارک): Q1 در سال 2018
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 10
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
کد محصول: E11430
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- Theory and hypotheses


3- Methods


4- Results


5- Discussion


6- Limitations and suggestions for future research


7- Conclusion


References

نمونه متن انگلیسی مقاله

Abstract


Why and when people share their knowledge has received enough academic attention, while little attention devoted to why and when people hide knowledge at workplace. Drawing on the social exchange theory, the norms of reciprocity, and the psychological ownership theory, this study examines how territoriality directly and under the indirect influence of knowledge hiding affect task performance and workplace deviance in organization. The study of 198 triads (ie., the team leader, the team leader's subordinate, and team leader's supervisor) reveals that territoriality and knowledge hiding have negative effect on task performance but positive influence on workplace deviance (ie., interpersonal and organizational deviance). Another contribution of the study is that knowledge hiding negatively mediates the influence of territoriality on task performance and workplace deviance. Implications for theory, practice and future research have been discussed.


Introduction


Why and when people share their knowledge has received considerable academic attention, while little attention has been devoted to why and when people hide knowledge. Knowledge as a resource multiplies with its usages (Probst, Raub, & Romhardt, 2002) but general human tendency is to believe knowledge as a limited resources that should be hidden (Skerlavaj, Connelly, Cerne, & Dysvik, 2018). The literature is replete with positively skewed research on knowledge sharing (Černe, Nerstad, Dysvik, & Skerlavaj, 2014; Markovic & Bagherzadeh, 2018; Wang & Noe, 2010); however, the concept of knowledge hiding is yet unexplored (Černe et al., 2014; Connelly, Zweig, Webster, & Trougakos, 2012; Skerlavaj et al., 2018) and there is a lack of emphasis on knowledge hiding as a distinct concept and not the opposite of knowledge sharing. It is argued that the motivational source of knowledge sharing and knowledge hiding are different (Connelly et al., 2012), as instrumental or anti-social drivers push people to engage in knowledge hiding, whereas pro-social motivation is attributed to be the reason for people to display knowledge sharing behaviors in the workplace (Connelly & Zweig, 2015). Knowledge hiding in organizations has received much attention from practitioners but requires significant academic attention (Černe et al., 2014; Connelly et al., 2012; Greenberg, Brinsfield, & Edwards, 2007), as knowledge hiding is damaging to organizations, as it creates negative spirals of retaliation (Černe et al., 2014). Therefore, there is the utmost need to understand, control and predict those factors that contribute to knowledge hiding in the workplace. Knowledge hiding is an intentional attempt by a person to withhold or conceal job-related knowledge from coworkers who ask for it (Connelly et al., 2012) and gains impetus if the knowledge hider possesses feelings of ownership of knowledge. Such a feeling of ownership towards knowledge, skills, and expertise relates to behavioral expression of his or her feelings of ownership towards a physical or social object (Brown, Lawrence, & Robinson, 2005). As such, the psychological ownership of knowledge results in territoriality in the workplace, which refers to job behaviors for creating, communicating, sustaining, and restoring territories around the knowledge, skills and expertise to which the coworker feels a proprietary attachment (Brown et al., 2005). Therefore, it is posited that the focal person's knowledge hiding behavior under the influence of territoriality will have a detrimental effect on his/her task performance and increase his/her workplace deviant behaviors. Task performance refers to an employee's effectiveness in completing his/her core job or role-based responsibilities (Conway, 1999; Motowidlo & Van Scotter, 1994), whereas workplace deviance refers to volitional acts by employees to potentially violate the legitimate interests of, or do harm to, an organization or its stakeholders (Sackett & DeVore, 2001).

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