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You reap what you sow: knowledge hiding, territorial and idea implementation

Xianmiao Li (Anhui University of Science and Technology, Huainan, China)
William X. Wei (School of Business, MacEwan University, Edmonton, Canada)
Weiwei Huo (SHU-UTS SILC Business School, Shanghai University, Shanghai, China)
Yi Huang (Stanford University, Palo Alto, California, USA)
Manyi Zheng (SHU-UTS SILC Business School, Shanghai University, Shanghai, China)
Jinyi Yan (SHU-UTS SILC Business School, Shanghai University, Shanghai, China)

International Journal of Emerging Markets

ISSN: 1746-8809

Article publication date: 15 July 2020

Abstract

Purpose

This study aims to build a research model from the perspectives of knowledge hiding and idea implementation to examine what factors influence idea implementation and the cross-level moderating role of team territory climate.

Design/methodology/approach

Data were collected from universities, 52 (R&D) teams in China via a two-wave survey. The final sample contained 209 team members and their immediate supervisors. Hierarchical linear modeling was used to test hypotheses.

Findings

The results indicated that individuals’ knowledge-hiding behavior had a significantly negative impact on idea implementation and creative process engagement, which played a mediating role. Team territorial climate played a cross-level moderating role between knowledge hiding and idea implementation. If team territorial climate was at a high level, then the negative connection between knowledge hiding and idea implementation would be weaker.

Research limitations/implications

Under the perspective of territorial behavior in Chinese cultural, it can help to distinguish territorial behavior and be preventive at individual and team levels. This study not only enables managers to clearly understand the precipitating factors of idea implementation but also provides constructive strategies for alleviating the negative effects of knowledge territoriality on creative process engagement and idea implementation.

Originality/value

This study constructs a cross-level model to explore the relationship among knowledge hiding, creative process engagement and idea implementation at individual and team levels in the context of Chinese R&D enterprises. Additionally, the study analyzes the influence of territoriality on idea implementation under boundary conditions.

Keywords

Acknowledgements

The authors would like to acknowledge the financial support provided by the National Natural Science Foundation of China (Grant No. 71701004), the Anhui Provincial Natural Science Foundation of China (Grant No. 1808085QG223) and the Shanghai Philosophy and Social Science Planning Project (Grant No. 2019BGL001).

Citation

Li, X., Wei, W.X., Huo, W., Huang, Y., Zheng, M. and Yan, J. (2020), "You reap what you sow: knowledge hiding, territorial and idea implementation", International Journal of Emerging Markets, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/IJOEM-05-2019-0339

Publisher

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Emerald Publishing Limited

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