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Does dispositional greed predispose employees to hide knowledge?

Ibeawuchi K. Enwereuzor (Department of Psychology, University of Nigeria, Nsukka, Nigeria)

Management Research Review

ISSN: 2040-8269

Article publication date: 23 March 2023

Issue publication date: 17 October 2023

164

Abstract

Purpose

As knowledge hiding is prevalent and often leaves severe detrimental consequences in its wake, it is imperative to place strategies on the front burner to identify its potential antecedents forthwith if there is going to be any headway to curtail the incidence of this phenomenon in organizations. Therefore, this study aims to examine the relationship between dispositional greed and knowledge hiding with the perceived loss of knowledge power as an underlying mechanism.

Design/methodology/approach

A multi-wave, three weeks apart strategy was used for data collection. A sample of 262 employees working full-time in various organizations operating across different industries in Nigeria participated in this study. Data were analyzed with partial least squares structural equation modeling.

Findings

The results showed that dispositional greed related positively to a perceived loss of knowledge power but insignificantly to any of the three dimensions of knowledge hiding (i.e. playing dumb, evasive hiding and rationalized hiding). On the other hand, the relationship between perceived loss of knowledge power and the three dimensions of knowledge hiding was positive. Finally, dispositional greed had an indirect positive relationship with the three dimensions of knowledge hiding through perceived loss of knowledge power.

Research limitations/implications

All the variables were self-reported, which may lead to the same source bias.

Practical implications

Human resources managers can subject employees to cognitive restructuring training to help them identify thinking patterns that contribute to the perception of losing their power in the organization if they share knowledge and help reshape their perceptions regarding knowledge sharing. Management can use rewards to encourage employees to adopt knowledge sharing and refrain from knowledge hiding as a desired organizational norm.

Originality/value

This study offers novel insights that identify an underlying mechanism that encourages greedy employees to enact knowledge hiding.

Keywords

Acknowledgements

The author would like to thank the editor and anonymous reviewers for their constructive comments.

Citation

Enwereuzor, I.K. (2023), "Does dispositional greed predispose employees to hide knowledge?", Management Research Review, Vol. 46 No. 11, pp. 1542-1558. https://doi.org/10.1108/MRR-10-2022-0728

Publisher

:

Emerald Publishing Limited

Copyright © 2023, Emerald Publishing Limited

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