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Exploring leader’s unethical proorganizational behavior and follower attitudes toward knowledge hiding and sharing in the service industry: a social learning perspective

Ayesha Masood (Research Institute of Business Analytics and Supply Chain Management, College of Management, Shenzhen University, Shenzhen, China)
Qingyu Zhang (Research Institute of Business Analytics and Supply Chain Management, College of Management, Shenzhen University, Shenzhen, China)
Nidhi Singh (Jaipuria Institute of Management, Noida, India)
Bhatia Meena (Birla Institute of Management Technology, Greater Noida, India)
Mirko Perano (Department of Management and Innovation Systems, University of Salerno, Salerno, Italy)

Journal of Knowledge Management

ISSN: 1367-3270

Article publication date: 21 May 2024

Issue publication date: 10 October 2024

429

Abstract

Purpose

Grounded in the framework of social learning theory (SLT), the current study explores the impact of leaders’ unethical proorganizational behavior (UPB) on their subordinates’ self-management and moral self-efficacy, which, in turn, affect knowledge hiding and sharing among followers. This study aims to examine how instrumental thinking influences the relationship between leader UPB and subordinate behaviors, shaping knowledge sharing and hiding.

Design/methodology/approach

Using a longitudinal approach, this research uses a two-wave data collection strategy with a one-month interval. The study cohort comprises 378 employees drawn from technology service firms situated in China.

Findings

Empirical findings confirm that leader UPB is linked to increased follower self-management and knowledge hiding, as well as reduced moral self-efficacy. Instrumental thinking moderates these effects, amplifying knowledge hiding and diminishing moral self-efficacy while reducing knowledge sharing.

Research limitations/implications

The study contributes to the existing literature on UPB by offering insights into the distinct consequences of leader UPB on knowledge-related behaviors of followers. Furthermore, the exploration of employees’ instrumental thinking in the context of leader UPB underscores the strategic manipulation of knowledge to fulfill individual goals, thereby enriching the underpinnings of the SLT. The study underscores the imperative for organizations to grasp the implications of UPB and underscores the necessity for stringent ethical frameworks to mitigate its deleterious impact.

Practical implications

The study contributes to the existing literature on UPB by offering insights into the distinct consequences of leader UPB on knowledge-related behaviors of followers. Furthermore, the exploration of employees’ instrumental thinking in the context of leader UPB underscores the strategic manipulation of knowledge to fulfill individual goals, thereby enriching the underpinnings of the SLT. The study underscores the imperative for organizations to grasp the implications of UPB and underscores the necessity for stringent ethical frameworks to mitigate its deleterious impact.

Originality/value

The present study addresses a gap in the current literature by elucidating the multifaceted outcomes of leaders’ UPB on paradoxical behaviors related to knowledge sharing and hiding among followers. This nuanced examination underscores the need to comprehend the intricate contingencies that accentuate the effects of UPB, particularly in the realm of leadership dynamics. Grounded in SLT, this study delves into leadership dynamics and ethical decision-making.

Keywords

Acknowledgements

This research was supported by Key Project of National Social Science Foundation of China (21AGL014); Shenzhen Science and Technology Program (JCYJ20210324093208022); Shenzhen University Humanities and Social Sciences High-level Innovation Team Project for Leading Scholars (24LJXZ06).

Citation

Masood, A., Zhang, Q., Singh, N., Meena, B. and Perano, M. (2024), "Exploring leader’s unethical proorganizational behavior and follower attitudes toward knowledge hiding and sharing in the service industry: a social learning perspective", Journal of Knowledge Management, Vol. 28 No. 8, pp. 2169-2196. https://doi.org/10.1108/JKM-05-2023-0382

Publisher

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Emerald Publishing Limited

Copyright © 2024, Emerald Publishing Limited

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