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This paper aims to examine the impact of adverse personality traits (alexithymia, social inhibition, negative affectivity) and supervisor knowledge hiding on individual knowledge hiding. This study also explores the moderating role of positive affectivity.

Partial least squares path modeling and data collected from 518 Polish employees with higher education and extensive professional experience recruited via an Ariadna survey panel were used to test the research hypotheses.

Two dimensions of alexithymia were considered: difficulty identifying feelings (DIF) and difficulty describing feelings (DDF). DIF has a direct impact on individual hiding, whereas DDF has an indirect impact, via social inhibition. Negative affectivity is a predictor of social inhibition, which enhances knowledge hiding. Positive affectivity slightly weakens the positive and strong effect of supervisor knowledge hiding on subordinate knowledge hiding.

Because alexithymia, social inhibition and negative affectivity may predispose employees to knowledge hiding, managers should identify these personality traits among job applicants and hired employees to make appropriate employment decisions. Moreover, managers should be aware that hiding knowledge by a supervisor may be imitated by subordinates.

Based on conservation of resources theory, this study investigates previously unexplored relationships among alexithymia, social inhibition, affectivity and knowledge hiding.

The purpose of this research is to better understand the human aspects of open innovation in small- and medium-sized enterprises (SMEs) by exploring how intrinsic and extrinsic motivation influence enjoyment in helping others, knowledge sharing and knowledge hiding and consequently firms' open innovation.

We collected data with a survey among CEOs in 140 SMEs and performed confirmatory factor analysis applying structural equation modeling in IBM SPSS AMOS (v. 26).

Results reveal that intrinsic motivation is positively associated with helping behavior and knowledge sharing and negatively associated with knowledge hiding. We also confirm the positive relationship between extrinsic motivation and knowledge sharing. Moreover, we find that knowledge sharing increases and knowledge hiding decreases the firm-level open innovation. Especially in high-tech industry, knowledge sharing is a vital determinant of open innovation.

Responding to the calls for a deeper understanding of the individual-level factors that determine organization-level open innovation, in this research we focus on the human aspect of open innovation in SMEs. Open innovation is a widely recognized and implemented concept among large corporations and facilitates better understanding of new technological and market developments both within and outside of organizations. However, understanding of the microfoundations of open innovation in smaller firms is still limited, but this steam of research is growing rapidly.

This study aims to identify the counterproductive knowledge behavior (CKB) of volunteers in nonprofit organizations and its influencing factors, based on the theories of planned behavior and well-being.

An online survey was used to collect 496 valid responses. A structural equation model was constructed, and the relationships among the constructs were estimated via the maximum likelihood method. To analyze the direct and indirect effects, 2,000 bootstrapping runs were conducted. A Kruskal-Wallis test was also conducted to analyze the relationship between the variables.

A combination of organizational factors and individual attitudes and perceptions can be used to explain CKB. Insecurity about knowledge sharing had the greatest impact on CKB. A competitive organizational norm induced CKB while a knowledge-sharing organizational norm did not have a significant impact. Further, the more self-determined the volunteer activity was, the more the CKB was suppressed. However, well-being did not have a significant direct effect. Volunteers with high levels of well-being and self-determination had significantly lower levels of insecurity about knowledge sharing compared to those who did not.

Well-being arising from volunteering did not directly suppress CKB. To improve organizational efficiency by reducing CKB, nonprofit organization managers should provide intrinsically motivating tasks and interact with the volunteers.

There is a lack of empirical research on CKB in volunteer organizations; therefore, the authors propose a new approach to knowledge management in volunteer activities.

Knowledge sharing in research communities has been considered indispensable to progress in science. The aim of this paper is to analyze the mechanisms restricting knowledge sharing in science. It considers three categories of academia–industry knowledge transfer and a range of individual and contextual variables as possible predictors of knowledge-sharing restrictions.

A unique empirical data sample was collected based on a survey among 212 life science researchers affiliated with universities and other non-profit research institutions. A rich descriptive analysis was followed by binominal regression analysis, including relevant checks for the robustness of the results.

Researchers in academia who actively collaborate with industry are more likely to omit relevant content from publications in co-authorship with other academic researchers; delay their co-authored publications, exclude relevant content during public presentations; and deny requests for access to their unpublished and published knowledge.

This study informs policymakers that different types of knowledge-sharing restrictions are predicted by different individual and contextual factors, which suggests that policies concerning academia–industry knowledge and technology transfer should be tailored to contextual specificities.

This study contributes new predictors of knowledge-sharing restrictions to the literature on academia–industry interactions, including outcome expectations, trust and sharing climate. This study augments the knowledge management literature by separately considering the roles of various academic knowledge-transfer activities in instigating different types of knowledge-sharing restrictions in scientific research.

This paper aims to examine two indirect mechanisms through which employees' perceptions of high-performance work systems (HPWS) foster employees' innovative behaviour (IB). Particularly, this study analyses the sequential mediating role of work engagement and knowledge-sharing in this relationship at the individual level.

Using researchers and professors working at a Spanish state university as an empirical sample and applying partial least squares structural equation modelling (PLS-SEM), the authors test hypotheses regarding the impact of the indirect and sequential effect of engagement and knowledge-sharing on the relationship between employees' perceptions of HPWS and IB.

Findings indicate the existence of a sequential mediating effect of work engagement and knowledge-sharing. The authors' results suggest that the existence of engagement is necessary for the influence of HPWS on IB to become effective.

The authors' results also highlighted the importance of suitable design and implementation for HPWS so that employees feel motivated and dedicated to their work.

The authors' findings contribute to the understanding of the mechanisms by which HPWS enhance employees' IB, and the results are especially salient in advancing the theoretical understanding of how HPWS, engagement and knowledge-sharing are relevant variables for IB.

本文擬探討兩個間接機制,透過這兩個機制,僱員對高績效工作系統的看法,會促進其創新行為。具體地說,本文擬分析在個人層面上,工作參與和知識共享在高績效工作系統與創新行為之間的關係中所扮演的有序中介角色 。

我們以於一所西班牙州立大學工作的研究人員和教授為實證樣本,並使用偏最小平方法的結構方程模型 (PLS-SEM) 來進行研究。研究乃對一些假設進行試驗。這些假設,是關於工作參與和知識共享對高績效工作系統與創新行為之間關係的間接順序效應之影響。

研究結果顯示、工作參與和知識共享有其有序的中介效應。

我們的研究結果暗示、若要使高績效工作系統能有效地影響創新行為,工作參與是不可或缺的。

研究結果也強調了若要僱員盡心盡力、抱有積極的工作態度,企業必須設計合適的高績效工作系統,並予以有效的執行。

本研究的結果,幫助我們了解高績效工作系統能增強僱員創新行為的機制; 更重要的是,研究結果促進了我們對高績效工作系統、工作參與和知識共享作為創新行為的相關變數的理論理解。

Understanding employee knowledge hiding behavior can serve organizations in better implementing knowledge management practices. The purpose of this study is to investigate how personality and work climate influence knowledge hiding, by examining the respective roles of openness to experience and relational (specifically, communal sharing and market pricing) climates.

Multilevel modeling was used with two distinct samples, one from Vietnam with 119 employees in 20 teams and one from The Netherlands with 136 employees in 32 teams.

In both samples, the hypothesized direct relationship between openness and knowledge hiding was not found. In the Vietnamese sample, only the moderating effect of market pricing climate was confirmed; in the Dutch sample, only the moderating effect of communal sharing climate was confirmed. The findings of the Vietnamese sample suggest that people with a high sense of openness to experience hide knowledge less under low market pricing climate. In the Dutch sample, people with high openness to experience hide knowledge less under high communal sharing climate. The authors conclude that, in comparison with personality, climate plays a stronger role in predicting knowledge hiding behavior.

Small sample size and self-reported data might limit the generalizability of this study’s results.

The paper highlights how organizational context (relational climate) needs to be taken into account in predicting how personality (openness to experience) affects knowledge hiding.

This paper contributes to a better understanding of the knowledge hiding construct by extending the set of known antecedents and exploring the organizational context in which such phenomena happen.

This study aims to examine the micromechanisms of how knowledge culture fosters human capital development.

An empirical model was developed by using the structural equation modeling method based on a sample of 321 Polish knowledge workers employed in different industries.

This study provides direct empirical evidence that tacit knowledge sharing supports human capital, whereas tacit knowledge hiding does not, and this hiding is considered a waste of knowledge. If tacit knowledge does not circulate within an organization, it is a severe waste of an organization. The findings indicate that shame from making mistakes might impede the sharing of knowledge gained from making those mistakes, and in such cases, the knowledge remains hidden.

Leaders aiming to ensure human capital growth should implement an authentic learning culture composed of a learning climate and mistakes acceptance components that enable open discussion about mistakes on each organizational level.

The knowledge culture is found to be an essential element of building human capital but, at the same time, not sufficient without a learning culture, and its mistakes acceptance component. A permanent organizational learning mode that supports a continuous organizational shared mental model reframing is an antidote to tacit knowledge hiding.

The purpose of this paper is to analyse the moderating role of psychological empowerment on the relationships between authentic leadership and innovative work behaviour, as well as transformational leadership and innovative work behaviour.

We have applied the mixed-method research on the selected case study. The quantitative field study was conducted on a sample of 126 employees in a multinational technological company. A series of paired sample t-tests were followed by a hierarchical regression analysis to test the hypotheses. The qualitative study consists of a content analysis of in-depth semi-structured interviews with four leaders.

The research provides further confirmation of the positive relationship between leadership and innovative work behaviour. Specifically, the results showed that psychological empowerment moderates the relationship between leadership (authentic as well as transformational leadership) and innovative work behaviour.

This paper contributed to leadership and innovation literature and provided insights in studying the boundary conditions on the relationship between authentic leadership, as well as transformational leadership, in stimulating innovative work behaviour through the moderating role of psychological empowerment. The added value is expanded by introducing the comparison of the two leadership theories.

The purpose of this paper is to investigate whether and how knowledge hoarding, functions as antecedent and consequent of work related negative acts, as a measure of bullying. The authors investigate the relation as mediated by trust and justice.

Data stem from a longitudinal study in which questionnaire responses were collected twice from 1,650 employees in 52 workplaces. Structural equation modelling was used to analyse the two models. Design-based corrections were made to accommodate the multi-level structure of data.

The analyses showed that knowledge hoarding was both an antecedent and a consequent of negative acts. First, over time, knowledge hoarding was indirectly related to negative acts mediated by trust and justice. Second, negative acts were both directly and indirectly related to knowledge hoarding over time. The study thus points to the existence of a vicious circle of negative acts, psychological states of trust and justice, and knowledge hoarding behaviours, which presumably will affect both individual and organizational outcomes negatively.

The use of already collected, self-report data, single-item measures, and the two-year time lag could pose potential limitations to the study.

Preventive and repair actions could potentially impact both negative acts and knowledge hoarding by focusing on increasing the social exchange quality at work unit level.

This paper combines two strands of research, that of bullying at work and that of knowledge management, within which research on knowledge hoarding has been an under-researched area.

This study contributes to the literature on hypocrisy in corporate social responsibility by investigating how organizations adapt their nonfinancial disclosure after a social, environmental or governance scandal.

The present research employs content analysis of nonfinancial disclosures by 11 organizations during a 3-year timespan to investigate how they responded to major scandals in terms of social, environmental and sustainability reporting and a content analysis of independent counter accounts to detect the presence of views that contrast with the corporate disclosure and suggest hypocritical behaviors.

Four patterns in the adaptation of reporting – genuine, allusive, evasive, indifferent – emerge from information collected on scandals and socially responsible actions. The type of scandal and cultural factors can influence the response to a scandal, as environmental and social scandal can attract more scrutiny than financial scandals. Companies exposed to environmental and social scandals are more likely to disclose information about the scandal and receive more coverage by external parties in the form of counter accounts.

Using a theoretical framework based on legitimacy theory and organizational hypocrisy, the present research contributes to the investigation of the adaptation of reporting when a scandal occurs and during its aftermath.