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Relations outside the workplace matter! A nexus of coworker ostracism, relational capital, alternate belongingness and knowledge hiding

Tehreem Fatima (Lahore Business School, The University of Lahore, Sargodha Campus, Sargodha, Pakistan)
Ahmad Raza Bilal (Department of Management Sciences, Sohar University, Sohar, Oman)
Muhammad Kashif Imran (Department of Commerce, The Islamia University of Bahawalpur, Bahawalpur, Pakistan)
Muhammad Waqas (Lahore Business School, The University of Lahore, Sargodha Campus, Sargodha, Pakistan)

Evidence-based HRM

ISSN: 2049-3983

Article publication date: 26 May 2022

Issue publication date: 27 February 2023

357

Abstract

Purpose

The current study aims to investigate the impact of coworker ostracism on coworker-directed knowledge hiding through the mediating role of relational social capital and moderating role of alternate belongingness in Pakistani higher educational settings.

Design/methodology/approach

A time-lagged study was carried out in which data from teaching and non-teaching faculty (N = 217) from the higher education sector of Lahore, Pakistan, were collected through multi-stage sampling. The collected data were analysed using moderated mediation analysis (PROCESS model 4 and 7).

Findings

The results revealed that ostracism from coworkers has an unfavourable impact on relational social capital that in turn promotes knowledge hiding. Nonetheless, if ostracized employees had sources to fulfil belongingness needs outside the work settings, this negative association was strengthened.

Originality/value

The authors have taken the role of belongingness outside the workplace in explaining the coworker ostracism and knowledge hiding relationship in higher educational settings and identified the explanatory role of relational social capital.

Keywords

Citation

Fatima, T., Bilal, A.R., Imran, M.K. and Waqas, M. (2023), "Relations outside the workplace matter! A nexus of coworker ostracism, relational capital, alternate belongingness and knowledge hiding", Evidence-based HRM, Vol. 11 No. 1, pp. 52-67. https://doi.org/10.1108/EBHRM-06-2021-0123

Publisher

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Emerald Publishing Limited

Copyright © 2022, Emerald Publishing Limited

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