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The belief that knowledge actually expands when it is shared has been deeply rooted in the mainstream knowledge management literature. Although many organizations and managers expect employees to share their knowledge with their colleagues, this does not always occur. This study aims to use the conservation of resources theory to explain why employees who experience greater time pressure are more likely to engage in knowledge hiding; it further considers how this behavior may be moderated by these employees’ prosocial motivation and perspective taking.

The paper uses quantitative multi-study research design as a combination of two-wave field study among 313 employees at an insurance company and a lab experimental study.

In the field study (Study 1), the authors find that perceived time pressure is positively related to knowledge hiding. Furthermore, this relationship is moderated by prosocial motivation: employees who perceive greater time pressure hide knowledge only when they are low in prosocial motivation. An experiment (Study 2) replicates these findings, and finds that perspective taking mediates the moderating effect of prosocial motivation on the relationship between time pressure and knowledge hiding.

Despite its many contributions, the present research is also not without limitations. Study 1 was a cross-lagged sectional field study with self-reported data (although the two-wave design does help alleviate common-method-bias concerns). Causality concerns were further alleviated by using additional experimental study.

The paper highlights important reasons why people hide knowledge at work (because of experienced time pressure) as well as identifies two interlinked potential remedies (prosocial motivation and perspective taking) to reduce knowledge hiding.

This paper contributes to expanding nomological network of knowledge hiding construct by extending the set of known antecedents and contingencies.

Academic knowledge work often presumes collaboration among interdependent individuals. However, this work also involves competitive pressures to perform and even outperform others. While knowledge hiding has not yet been extensively examined in the academic environment, this study aims to deepen the understanding of the personal (individual-level) and situational (job-related) factors that affect evasive knowledge hiding (EKH) within academia.

A field study was conducted on a nation-wide sample of 210 scholars from both public and private business schools in a European Union member state. A series of paired sample t-tests were followed by hierarchical regression analyses to test moderation using the PROCESS macro.

The results suggest that scholars hide more tacit than explicit knowledge. The findings also indicate a consistent pattern of positive and significant relationships between trait competitiveness and EKH. Furthermore, task interdependence and social support buffer the detrimental relationship between personal competitiveness and evasive hiding of explicit knowledge, but not tacit knowledge.

The research provides insights into several important antecedents of EKH that have not been previously examined. It contributes to research on knowledge transfer in academia by focusing on situations where colleagues respond to explicit requests by hiding knowledge. The moderating role of collaborative job design offers practical solutions on how to improve knowledge transfer between mistrusted and competitive scholars. The collaboration–competition framework is extended by introducing personal competitiveness and relational job design, and suggesting how to manage the cross-level tension of differing collaborative and competitive motivations within academia.

Although organizations expect employees to share knowledge with each other, knowledge hiding has been documented among coworker dyads. This paper aims to draw on social exchange theory to examine if and why knowledge hiding also occurs in teams.

Two studies, using experimental (115 student participants on 29 teams) and field (309 employees on 92 teams) data, explore the influence of leader-member exchange (LMX) on knowledge hiding in teams, as well as the moderating role of collective (team-level) prosocial motivation.

The results of experimental Study 1 showed that collective prosocial motivation and LMX reduce knowledge hiding in teams. Field Study 2 further examined LMX, through its distinctive economic and social facets, and revealed the interaction effect of team prosocial motivation and social LMX on knowledge hiding.

This study complements existing research on knowledge hiding by focusing specifically on the incidence of this phenomenon among members of the same team. This paper presents a multi-level model that explores collective prosocial motivation as a cross-level predictor of knowledge hiding in teams, and examines economic LMX and social LMX as two facets of LMX.

Effective information security management is a strategic issue for organizations to safeguard their information resources. Strategic value alignment is a proactive approach to manage value conflict in information security management. Applying a critical success factor (CSF) analysis approach, this paper aims to propose a CSF model based on a strategic alignment approach and test a model of the main factors that contributes to the success of information security management.

A theoretical model was proposed and empirically tested with data collected from a survey of managers who were involved in decision-making regarding their companies’ information security (N = 219). The research model was validated using partial least squares structural equation modeling approach.

Overall, the model was successful in capturing the main antecedents of information security management performance. The results suggest that with business alignment, top management support and organizational awareness of security risks and controls, effective information security controls can be developed, resulting in successful information security management.

Findings from this study provide several important contributions to both theory and practice. The theoretical model identifies and verifies key factors that impact the success of information security management at the organizational level from a strategic management perspective. It provides practical guidelines for organizations to make more effective information security management.

This empirical study aims to determine whether justice perceptions formed in one context (i.e. the agency or the client) relate to work behaviors in another context (i.e. the client or the agency). To provide a balanced perspective, it seeks to examine both organizational citizenship behaviors (OCBs) and counterproductive workplace behaviors (CWBs). It also aims to understand how workers' “volition” or their attitudes towards temporary employment would affect their behaviors.

To test the hypotheses, 157 temporary agency workers were surveyed; these data were analyzed with structural equation modeling (SEM). To ensure that the measures were appropriate for the context of temporary agency employment, a two‐stage pretest was conducted.

The results suggest that temporary agency worker perceptions of interpersonal justice from their agencies and their client organizations “spillover” and are indeed related to their OCBs and CWBs in both contexts. Furthermore, the extent to which workers voluntarily chose temporary agency employment related to agency‐directed OCBs, while a preference for permanent employment related to client‐directed OCBs.

This study provides insight into the ways in which perceptions formed in one context (i.e. interpersonal justice) may spill over and affect behaviors in another context. The findings also contribute to the broader literature on how volition affects temporary agency worker behaviors.

This study investigated whether organizational factors such as employees’ perceptions of management’s support for knowledge sharing, their perceptions of the organization’s social interaction culture, the organization’s size, and the organization’s available knowledge sharing technology, as well as whether individual factors such as age, gender, and organizational tenure had a significant impact on employees’ perceptions of a knowledge sharing culture. New measures to assess employees’ perceptions of management’s support for knowledge sharing, their perceptions of the organization’s social interaction culture, and the perceived knowledge sharing culture were developed. We found that perceptions of management’s support for knowledge sharing, and perceptions of a positive social interaction culture were both significant predictors of a perceived knowledge sharing culture. In addition, gender was a significant moderator: female participants required a more positive social interaction culture before they would perceive a knowledge sharing culture as positive as that perceived by their male counterparts.

Because of its impact on organisational growth, innovation and employee performance, knowledge hiding (KH) as a construct has gained increased attention from scholars and practitioners in recent years. The purpose of this paper is to conduct a systematic review of the existing literature on KH and take the stock of the current literature, identify research streams and offer recommendations on areas where KH may be investigated further.

In this study, the authors used systematic review methods to investigate the current state of KH research, and using thematic coding, the authors identified the current research streams and offer directions for future research.

The review of literature identified geographic representation of KH research, methodological approaches to explore KH and the prominent theories adopted to investigate KH, and through research synthesis, the antecedents and moderators/mediators of KH were identified. Subsequently, the authors also found seven research streams where KH has been predominantly studied. Finally, the authors provide suggestions of where the future research in KH might be headed.

This paper is one of the few to offer systematic review of KH literature and identify unexplored areas to be investigated in future research – which is the integral part of knowledge management process.

The purpose of this paper is to explore how British cycling brand Rapha innovatively embeds stories throughout its touchpoints and in its garments.

Using narrative inquiry methodology and subjective personal introspection, it analyses published brand texts, cycling apparel, primary interviews and lived experience to establish a key story theme and the role, form, value and continuity of stories in the brand’s canon.

It claims that Rapha’s texts reveal evidence of a specific story plot, the “Quest” (Booker, 2015), which acts as a structural editorial device and provides a rich lexicon that taps into a transformative personal experience. The study proposes that the brand’s employees identify themselves with quester values that define the brand’s essence, providing a coherent message and magnifying the agency in Rapha’s stories.

This inquiry offers insight into a single consumer brand, yet it is the material manner in which stories are embedded within the brand offerings plus how lived experiences are recounted through structured storytelling that are of significance to wider practice and understanding.

It brings together industry, academic and personal insight to Rapha’s storytelling praxis to illustrate how storied content can be used to transmit values, purpose and passion to its audience.

The new public health agenda will require major changes in the way health authorities, local authorities, Trusts and Primary Care Groups organise and manage their activities. The requirement is for inter‐agency co‐ordination and inter‐professional and inter‐sectoral working to a shared agenda, yet the human and resources development planning to achieve these goals has not been done. This paper summarises the key training issues and argues for a collaborative, decentralised and quality assured approach to multidisciplinary public health management education and training. Only with such a joined up human resources plan can Our Healthier Nation succeed where The Health of the Nation signally failed.

Time pressure is the most common kind of work pressure that employees face in the workplace; the existing research results on the effect of time pressure are highly controversial (positive, negative, inverted U-shaped). Especially in the era of knowledge economy, there remains a research gap in the impact of time pressure on individual knowledge hiding. The purpose of this paper is to explore the impact of different time pressure (challenge and hindrance) on knowledge hiding and to explain why there is controversy about the effect of time pressure in the academics.

The authors collected two waves of data and surveyed 341 R&D employees in China. Moreover, they used regression analysis, bootstrapping and Johnson–Neyman statistical technique to verify research hypotheses.

The results show that challenge time pressure (CTP) has a significant negative effect on knowledge hiding, whereas hindrance time pressure (HTP) has a significant positive effect on knowledge hiding; job security mediates the relationship between time pressure and knowledge hiding; temporal leadership strengthen the positive impact of CTP on job security; temporal leadership can mitigate the negative impact of HTP on job security.

The findings not only respond to the academic debate about the effect of time pressure and point out the reasons for the controversy but also enhance the scholars’ attention and understanding of the internal mechanism between time pressure and knowledge hiding.