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Many studies have shown that from a theoretical and empirical point of view, downside risk-based measures of risk are better than the traditional ones. Despite academic appeal and practical implications, downside risk has not been thoroughly examined in markets outside developed country markets. Using downside beta as a measure of downside risk, this study examines the relationship between downside beta and stock returns in Indian equity market, an emerging market with unique investor, asset and market characteristics.

This is an empirical study done by using ranked portfolio return analysis and regression analysis methodologies.

The study results show that downside risk, as measured by downside beta, is distinctly priced in the Indian equity market. There is a direct positive relationship between downside beta and contemporaneous realized returns, indicating a premium for downside risk. Downside risk carries a higher weightage than upside potential in the aggregate return of the stock portfolios. Downside beta is a better measure of systematic risk than conventional market beta and downside coskewness.

The empirical results support the adoption of downside beta in practice and provide a case for replacing traditional beta with downside beta in asset pricing applications, trading and investment strategies, and capital allocation decision-making.

This is one of the first in-depth studies examining downside beta in Indian equity markets using a broad sample of individual stock returns covering a wide time range of 22 years. To the best of our knowledge, this study is the first one to compare downside beta and downside coskewness using individual stock data from the Indian equity market.

Based on the conservation of resources theory, this study aims to investigate if the fear of career harm influences employees’ knowledge-hoarding behavior. The study further examines felt violation as the predictor of employees’ fear of career harm. The study also explores leader-member exchange as a boundary factor influencing the effect of felt violation on employees’ fear of career harm.

The data were collected in three waves from 402 professionals working in the information technology industry in Bengaluru, popularly known as the Silicon Valley of India.

The findings indicate fear of career harm as a critical predictor of employees’ knowledge-hoarding behavior. Moreover, felt violation indirectly impacts knowledge-hoarding behavior by enhancing employees’ fear of career harm. The adverse effect of felt violation was found to be stronger for employees with poor-quality relationships with their leaders.

The study carries important managerial implications as it uncovers the antecedents of knowledge hoarding. First, the human resource department can devise specific guidelines to ensure that the employees are treated the way they were promised. They can also organize training opportunities and mentoring so that the employees’ performance and growth do not get hampered, even if there is a violation. Moreover, such cases should be addressed in an adequate and expedited manner. More significantly, leaders can compensate for the failure of organizational-level levers by developing quality relationships with their subordinates.

The study advances the existing literature on knowledge hoarding by establishing a novel antecedent. Furthermore, it identifies how the employee-leader relationship’s quality can mitigate the adverse effect of felt violation.