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Conceptual Model of the Influence of transformational leadership on knowledge hiding: the role of knowledge based psychological ownership.
Source publication
The prevalent and negative impact of knowledge hiding behaviour among employees has called the attention of both practitioners and researchers to begin investigations on its causes, and other factors that influence it on both the targets and perpetrators. Some of the possible suggested antecedents of knowledge hiding studied include trust, job char...
Contexts in source publication
Context 1
... therefore, propose that: H3: Knowledge base psychological ownership will mediate transformational leadership and knowledge hiding relationship. Considering the above empirical literature, this paper proposes a research framework illustrating the mediating role of knowledge based psychological ownership on transformational leadership and knowledge hiding relationship as depicted in figure 1. The paper indicates that the extent to which transformational leadership influences knowledge hiding behaviour depends on the level of knowledge based psychological ownership of the employee. ...
Context 2
... on the theoretical and empirical studies discussed above, this paper proposes a theoretical framework on the mediating role of knowledge based psychological ownership between transformational leadership and knowledge hiding behaviour as depicted in figure 1 above. If the proposed model is validated, the result will contribute to knowledge management literature and management of knowledge hiding in particular if considered a dysfunctional behaviour in organizations. ...
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Citations
... The object of the PO is referred to as the target. In organizational parlance, the target of PO can be the entire organisationor a part of it such as one's job (Mayhew et al., 2007) or the knowledge relevant to the tasks (Ladan et al., 2017). PO leads to organizationally beneficial outcomes such as increased retention, task performance, pro-social behaviour and creativity while simultaneously increasing employee well-being . ...
Purpose
The study aims to investigate the trait-based roots of psychological ownership (PO) and explores the work-related mechanisms through which individual traits manifest in organizationally relevant forms of PO. It identifies trait mindfulness as a distal antecedent of organization-based and job-based PO with meaningful work mediating the relationship.
Design/methodology/approach
The hypotheses were developed using the mindfulness-to-meaning theory and tested using a three-wave design on 220 full-time employed professionals.
Findings
The data was analyzed using partial least squares structural equation modeling 4.0 predicting trait mindfulness is positively associated with organization-based PO and job-based PO. All the hypotheses were supported except relational transparency acting as a moderator.
Originality/value
The results are discussed in light of the genesis of PO in the philosophy of existentialism. The source of meaning is identified as a possible new antecedent category for all forms of PO.
... Abusive leadership fosters KH (Anand et al., 2020). On the other hand, ethical leadership (Abdullah et al., 2019;Men et al., 2020;Zhao & Xia, 2019) and transformational leadership (Ladan et al., 2017) reduce KH behaviors in organizations. Anyhow, Arain et al. (2022), in their meta-analysis on a nomological network of KH, identified that the role of transactional leadership (TL) has not been given attention in the literature. ...
... Vast literature discussed the role of leadership affecting knowledge sharing and hiding behavior in organizations (Abdullah et al., 2019;Ladan et al., 2017;Men et al., 2020;Zhao & Xia, 2019). Recent literature has found that transformational leadership moderates the KH behavior of employees (Nguyen et al., 2022;Scuotto et al., 2022). ...
This study investigates the role of transactional leadership as a pivotal antecedent to employee knowledge hiding, specifically focusing on tacit and explicit forms. Drawing on social learning theory, the study proposes and examines the indirect effect of transactional leadership on both tacit and explicit knowledge hiding through the mediation of perceived competition. Additionally, the study introduces leader knowledge hiding as a potential boundary condition to these relationships. Data were collected from university employees in Pakistan using a time-lagged design. The study employed structural equation modeling, utilizing AMOS 23, to rigorously test the proposed hypotheses. The results reveal that transactional leadership significantly encourages tacit and explicit knowledge hiding, with perceived competition as the underlying mechanism. However, the hypothesized moderating effect of leader knowledge hiding is not supported. This study is a pioneering effort to understand the nuanced relationship between transactional leadership, perceived competition, and the distinct forms of knowledge hiding-tacit and explicit. Incorporating leader knowledge hiding as a potential boundary condition adds a unique dimension to the existing literature, contributing novel insights. Our findings hold implications for knowledge management and transactional leadership literature. Practitioners can glean valuable insights from the study's results to inform strategies to mitigate knowledge hiding behaviors within organizational settings.
... They discovered that leadermember exchange (LMX) was an antecedent to knowledge hiding. Paradoxically, knowledge hiding can also occur in contexts in which the transformational leadership approach is employed (Ladan et al., 2017). The transformational leadership style is often associated with innovating new ideas, fostering teamwork, encouraging freedom of speech, and effectively handling crises. ...
Purpose
This study aims to investigate the effect of knowledge hiding on individual task performance and examine the moderating influence of transformational leadership.
Design/methodology/approach
This study included 256 participants employed by financing companies in Indonesia. In addition, to analyze the data, descriptive statistics were computed using SPSS 25, and the structural equation model-partial least square (SEM-PLS) was used for hypothesis testing.
Findings
The findings revealed the negative effects of knowledge hiding on individual task performance and its potential consequences for individuals and organizations. However, it also suggested that transformational leadership may not be sufficient to reduce the negative effects of knowledge hiding on individual task performance.
Research limitations/implications
This study only focused on the context of a specific industry or country, which limited the generalizability of the findings.
Practical implications
This study enriches the understanding of the importance of addressing knowledge-hiding behaviors and investigating additional factors that can enhance task performance in organizations.
Originality/value
This study adds value to the existing literature by emphasizing the importance of investigating supplementary factors other than transformational leadership that have the potential to reduce the negative effects of knowledge hiding on organizational performance.
... Organizations have worked hard in the past to increase the amount of knowledge sharing, but the outcomes have not been noteworthy (Haas & Park, 2010). One significant factor impeding this is knowledge hiding (KH), which, despite its prevalence and detrimental impact on organizations (Chughtai et al., 2022), has not drawn much attention from scholars and practitioners (Ladan et al., 2017). Connelly et al. (2012) define knowledge hiding as "the deliberate concealment or hiding of task information, ideas, and techniques that have been requested by others." ...
Purpose – Knowledge hiding has become a buzzword in developing countries, with the help of behavioral reasoning theory the key purpose of current research is to explore ‘reasons for’ behind the adoption of Rationalized Knowledge Hiding behavior by the top-level faculty members of higher education institutions. Study Design/Methodology/Approach–Six in-depth semi-structured interviews were conducted with the sample purposefully selected from one of the largest universities of lower south Punjab, Pakistan, to identify the top-level faculty member’s intentions behind the rationalized knowledge hiding. Findings - Based on thematic content analysis, the findings of current research revealed five majors ‘reasons for’ top-level individuals’ rationalized knowledge hiding in higher education institutions. Practical Implications – Higher education institutions can use this qualitative research’s findings to understand the major reasons “for” top-level individuals’ rationalized knowledge hiding from their coworkers. Moreover, this study provides some constructive guidelines to higher education institutions and senior faculty members which can provide a brief understanding of rationalized knowledge hiding. Study limitations – One of the major limitations is that the results of the research are not to be generalized to a large population. Second, this study utilized the purposeful convenient sampling method, so the research only gives highlights of rationalized knowledge hiding acceptance among academic faculty at the top level. Third, this study solely looks at behavioral patterns in the context of the south Punjab culture in Pakistan. Originality/Novelty – To the best of the author's knowledge, no prior study has used a qualitative analysis to examine rationalized knowledge-hiding behavior in the setting of higher education institutions. In addition, this qualitative research revealed five major reasons “for” top-down rationalized knowledge hiding in HEIs by senior faculty and it is a great contribution to knowledge management literature.
... Past research has demonstrated that social capital is the fundamental pillar of knowledge sharing, as it offers access to and use of embedded resources in the social dynamics (Berraies et al., 2020;Bhatti et al., 2021;Wang and Noe, 2010). These various resources and information gained become a powerful tool for creating a competitive advantage (Ladan et al., 2017;Rechberg and Syed, 2013), such as organizational knowledge sharing. However, social interactions or relationships do not automatically create significant values; and employees exchange or share knowledge only when they see the value of doing so (Nahapiet and Ghoshal, 1998). ...
Purpose
Drawing on the theories of social capital and leader–member exchange (LMX), the authors examined the moderated mediation relationships of psychological ownership and perceived supervisory support on social capital and organizational knowledge.
Design/methodology/approach
To test the proposed model, the authors collected data from 522 employees working in large corporations in South Korea.
Findings
The authors found that (a) social capital was positively related to organizational knowledge sharing, (b) perceived supervisor support mediated the linkage between social capital and knowledge sharing and (c) psychological ownership moderated the indirect effect of social capital on knowledge sharing through perceived supervisor support, such that the indirect effect was stronger for employees with low rather than high psychological ownership.
Originality/value
This study sheds new light on how the nature of relationship between the leader and followers as well as individual's psychological ownership play a crucial role in knowledge sharing.
... Supervisors act as organizational agents and their support and motivation encourage employees' willingness to share their knowledge (Kim et al., 2016). Consequently, their destructive or negative behaviors affect an employee's motivation toward knowledge sharing (Lee et al., 2018;Srivastava et al., 2006) and increase knowledge hiding behaviors (Peng et al. 2019;Lanke, 2018;Ladan et al., 2017). This behavior is termed "abusive supervision" and is defined as the "subordinates' perceptions of the extent to which supervisors engage in the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact" (Tepper, 2000. ...
Despite the prevalence of research on abusive supervision in the workplace, little is known about its influence on employee knowledge hiding behaviors in the context of academia. Thus, this paper aims to investigate the abusive supervision influence on employee knowledge hiding behaviors in an academic context. To investigate the purpose of our study, data were collected from 179 respondents working in private universities located in the southern region of India and were analyzed using the partial least square (PLS) method where variance-based structural equation modeling (SEM) was adopted. The study reveals a negative relationship between abusive supervision and employees’ inclination to hide knowledge from co-workers and supervisors. Subsequently, co-worker support acts as a complementary mediator in this relationship and organizational support does not act as a suppressor variable. The study enriches leadership and knowledge management literature, and supplements prior studies on positive knowledge-related behaviors, like those on knowledge sharing, by furthering our understanding of the nature of knowledge hiding.
... Scholars have found that abusive supervision, altruistic leadership, ethical leadership, and transformational leadership all have an impact on employees' knowledge hiding behaviors. 3,[11][12][13][14]50 Leaders' long-term inconsistency in words and deeds will also give employees a wrong signal that their organizational atmosphere is full of dishonesty. This will lead to a sense of distrust in colleagues, and they may be unwilling to share their knowledge and experience with colleagues. ...
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.
... Knowledge psychological ownership refers to an individual's psychological retention of specific knowledge and perceiving it as an extension of personality, resulting in feelings of protection, efficacy, and respect. Ladan et al. (2017) Knowledge sharing intention is influenced by psychological elements like psychological capital, psychological empowerment, and organisational citizenship behaviour. Sadegh et al. (2018) Knowledge hiding behaviour is influenced by job-based psychological ownership. ...
This study of bibliometric analysis aims to identify the role of psychological ownership (PO) in knowledge hiding behaviour (KHB) by reviewing 46 publications from Web of Science (Wos) and Scopus. In the initial stage we examined the existing literature on PO and KHB. In the second step, we utilize the PRISMA approach for systematic literature review including identification, screening, and eligibility of relevant literature. In the third step, we utilize the VOS viewer and ARCGIS for further bibliometric analysis. Results show that the most productive country is China, with 17 institutions, the top one of which is Renmin University. The journal with the most articles published is the Journal of Knowledge Management. Important study areas were discovered by a keyword analysis, including knowledge management, psychological ownership, organizational/knowledge-based PO, employee knowledge, and knowledge work. It is observed that organizations will improve more if the PO of the knowledge decreases.
... On the other hand, employees approaching heterogeneous knowledge may have a territorial concept that emphasizes selfcentered and self-derived defense and lowers sharing of valuable knowledge (Anand and Jain, 2014;Serenko and Bontis, 2016). Employees with high knowledge reserves, who usually pay much attention to the attainment of personal goals, career growth or optimal development (Černe et al., 2014), believe that they can create better job performance by planning and applying the existing heterogeneous knowledge (Ladan et al., 2017). After a long-term and hard accumulation, employees who have enough knowledge reserves have completed higher-level self-realization Frontiers in Psychology 05 frontiersin.org in intellectual capital, so their knowledge management patterns encompass maintenance and active defense principles, that is, with high knowledge stocks, knowledge management patterns tend to be loss-prevention (Cegarra-Navarro et al., 2021). ...
Leadership is considered as a significant antecedent of knowledge hiding in SMEs (small and medium enterprises), but the differential dimension of leadership has been evidently neglected in both theoretical and empirical areas. Drawing on conservation of resource theory and social cognitive theory, this research investigates whether and how SME differential leadership influences subordinate knowledge hiding. Specifically, we analyze the underlying mechanisms of a chain-mediator—job insecurity and territorial consciousness and a boundary condition—leadership performance expectation. Multi-wave and multi-source data were collected from a sample of 704 Chinese SME employees and 140 relevant leaders and applied HLM meso-mediational frameworks, and Bootstrap technique with non-parametric percentile residuals for deviation correction. The results show that differential leadership plays a potential role in promoting subordinate knowledge hiding through the serial intervening mechanism of job Insecurity and territorial consciousness in SMEs. Furthermore, the positive relationship between SME differential leadership and job insecurity becomes stronger among subordinates under higher leadership performance expectation; the positive indirect relationship between SME differential leadership and subordinate knowledge hiding is stronger with higher levels of leadership performance expectation. This study contributes to the existing academic literature by empirically analyzing the under-investigated correlation between differential leadership and subordinate knowledge hiding in SMEs, and by exploring the underlying mechanisms and a boundary condition.
... Leaders are able to motivate and inspire their followers, which leads them to achieve target goals and sense of collectivity in the organization (Curado and Santos, 2021). Hence, transformational leaders bring change in employees' outcome as well as behavior and attitude (Bass, 1990;Shamir et al., 1993) and may increase the JS (Curado and Santos, 2021;Puni et al., 2018;Choi et al., 2016) and reduce the KH (Scuotto et al., 2022;Ladan et al., 2017a) and JTI (Mittal, 2016). The presence of JS is vital because it discourages JTI (Kuo et al., 2014). ...
... However, TL plays a critical role in minimizing the JTI in Thai cafes through mediating role of trust (Ariyabuddhiphongs and Kahn, 2017) and satisfaction (Labrague et al., 2020). Limited studies have investigated the relationship between transformation leadership and KH (Ladan et al., 2017a). However, TL theory (Bass, 1990) suggests that intellectual simulation enhances innovativeness, and individual consideration promotes information sharing (Lin and Hsiao, 2014) and sense of collectivity (Curado and Santos, 2021). ...
... TL and JTI may not have direct association as with job performance (Curado and Santos, 2021); however, TL dilutes the KH behavior in workplace (Scuotto et al., 2022;Ladan et al., 2017a) because it promotes knowledge sharing, innovativeness and sense of collectivity among employees (Lin and Hsiao, 2014;Curado and Santos, 2021). On the other hand, KH behavior indicators (i.e. ...
Purpose
Covid-19 cases are rising at a high rate in Thailand. Thailand’s administration has formulated many initiatives to combat the spread of coronavirus. However, during a pandemic, health-care workers have a diverse range of tasks that make it more challenging to continue working in hospitals. Consequently, the authors modeled the turnover intentions of health-care personnel to capture relevant psychological aspects of employees during the pandemic. Specifically, this study aims to focused on the moderating role of Covid-19 burnout (CBO) in the relationship between transformational leadership (TL) and job turnover intentions (JTI) with job satisfaction (JS) and knowledge hiding (KH) as mediators.
Design/methodology/approach
This research collected data using self-administered questionnaire. A two-stage partial least square–structural equation modeling (PLS-SEM) is carried out as an analysis technique to measure the linear relationship among constructs. The study tests hypotheses (direct and indirect effects) using 310 sample size of health-care personnel.
Findings
The findings indicated that CBO intensified the JTI of health-care personnel and strengthened the association of JS and KH with JTI during the Covid-19 pandemic. TL had a negative indirect effect on JTI. In addition, JS had a negative impact on JTI.
Originality/value
The study highlights the importance of TL and JS as ways to reduce or alleviate JTI in health-care personnel during the Covid-19 pandemic in Thailand. Furthermore, CBO and KH can enhance JTI in health-care personnel.
