TY - JOUR
T1 - The double-edged effects of perceived knowledge hiding
T2 - empirical evidence from the sales context
AU - Wang, Yonggui
AU - Han, Myat Su
AU - Xiang, Diandian
AU - Hampson, Daniel Peter
N1 - Publisher Copyright:
© 2018, Emerald Publishing Limited.
PY - 2019/4/18
Y1 - 2019/4/18
N2 - Purpose: Despite managers’ investments in facilitating knowledge sharing, knowledge hiding remains prevalent in organizations. Existing studies shed light on the antecedents and consequences of knowledge hiding from the hider’s perspective. This study, the first, aims to examine the consequences of perceived knowledge hiding on the performance of knowledge seekers individually and organizations more broadly. Design/methodology/approach: The authors develop a theoretical framework, drawing on self-determination theory (SDT) and social exchange theory (SET). The framework is tested empirically via hierarchical regression analyses, using survey data collected from salespersons (n = 296) and supervisors (n = 83) employed by one of the largest distribution and market expansion companies in Myanmar. Findings: Consistent with SDT, the results show that perceived knowledge hiding exerts a positive effect on knowledge seekers’ individual sales performance, although this relationship is moderated by social interaction. Conversely, the results show a negative relationship between perceived knowledge hiding and team viability, which is moderated by reward structure, consistent with SET. Research limitations/implications: The results have several strategic implications, including on the type of reward structures (i.e. individual vs team-based) that most effectively mitigate the negative consequences of perceived knowledge hiding. Originality/value: This is the first empirical study of the consequences of perceived knowledge hiding. This model integrates two theoretical perspectives which highlight positive and negative consequences of perceived knowledge hiding.
AB - Purpose: Despite managers’ investments in facilitating knowledge sharing, knowledge hiding remains prevalent in organizations. Existing studies shed light on the antecedents and consequences of knowledge hiding from the hider’s perspective. This study, the first, aims to examine the consequences of perceived knowledge hiding on the performance of knowledge seekers individually and organizations more broadly. Design/methodology/approach: The authors develop a theoretical framework, drawing on self-determination theory (SDT) and social exchange theory (SET). The framework is tested empirically via hierarchical regression analyses, using survey data collected from salespersons (n = 296) and supervisors (n = 83) employed by one of the largest distribution and market expansion companies in Myanmar. Findings: Consistent with SDT, the results show that perceived knowledge hiding exerts a positive effect on knowledge seekers’ individual sales performance, although this relationship is moderated by social interaction. Conversely, the results show a negative relationship between perceived knowledge hiding and team viability, which is moderated by reward structure, consistent with SET. Research limitations/implications: The results have several strategic implications, including on the type of reward structures (i.e. individual vs team-based) that most effectively mitigate the negative consequences of perceived knowledge hiding. Originality/value: This is the first empirical study of the consequences of perceived knowledge hiding. This model integrates two theoretical perspectives which highlight positive and negative consequences of perceived knowledge hiding.
KW - Self-determination theory
KW - Social exchange theory
UR - http://www.scopus.com/inward/record.url?scp=85054472761&partnerID=8YFLogxK
U2 - 10.1108/JKM-04-2018-0245
DO - 10.1108/JKM-04-2018-0245
M3 - Article
AN - SCOPUS:85054472761
SN - 1367-3270
VL - 23
SP - 279
EP - 296
JO - Journal of Knowledge Management
JF - Journal of Knowledge Management
IS - 2
ER -