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Article
Publication date: 27 February 2018

Jatinder Kumar Jha and Biju Varkkey

Knowledge is considered as a strategic asset for the organizations, especially for knowledge-intensive firms. Research and development (R&D) is a significant unit in…

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Abstract

Purpose

Knowledge is considered as a strategic asset for the organizations, especially for knowledge-intensive firms. Research and development (R&D) is a significant unit in organizations, as it is devoted to knowledge creation and transfer. The success of any R&D project in an organization depends on its innovative value and the transfer of knowledge to the employees. This study aims to focus on factors triggering knowledge-hiding behavior among R&D employees, thus disrupting the knowledge creation in the organization.

Design/methodology/approach

The grounded theory approach has been used to analyze qualitative data collected from 19 in-depth interviews of R&D professionals (middle and junior level) working in Indian pharmaceutical firms.

Findings

The study identified factors that triggered knowledge-hiding behavior among employees. These factors include distrust, competitive work environment, perceived career insecurity, lack of recognition, lack of reciprocation and lack of confidence in own knowledge. In addition, four hiding strategies used by employees to hide their knowledge from their fellow members were explored and identified: playing innocent, being misleader/evasive hiding, rationalized hiding and counter-questioning.

Research limitations/implications

Besides improving the understanding of knowledge-hiding behavior, particularly in the Indian context, this study has implications for both managerial practices and organizational policies.

Originality/value

This paper highlights the factors influencing knowledge-hiding behavior among R&D employees. Knowledge-hiding construct has not been adequately studied; however, it prevails in the organization and has potential to influence various individual- and organizational-level outcomes. In addition, ways of hiding knowledge used by employees were identified and new forms of strategies named “counter-questioning” were found.

Details

Journal of Knowledge Management, vol. 22 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

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Article
Publication date: 7 June 2021

Talat Islam, Arooba Chaudhary and Muhammad Faisal Aziz

This study aims to examine the effect of knowledge hiding (KH) on organizational citizenship behavior toward individuals (OCBI) through the mediation of self-conscious…

Abstract

Purpose

This study aims to examine the effect of knowledge hiding (KH) on organizational citizenship behavior toward individuals (OCBI) through the mediation of self-conscious emotions (SCE), namely, shame and guilt. This paper further considers the supervisor’s Islamic work ethics (IWE) as a conditional variable.

Design/methodology/approach

In this quantity-based research, this paper collected data from 473 employees working in various service and manufacturing organizations through Google form at two-lags.

Findings

The study applied structural equation modeling and identified that employees experience SCE due to KH. More specifically, rationalized hiding was found to have a negative effect, whereas playing dumb and evasive hiding was found to have a positive effect on shame and guilt. The results also revealed SCE (shame and guilt) as mediators between KH and OCBI. Further, the supervisor’s IWE was found to be a conditional variable to strengthen the association between KH and SCE.

Research limitations/implications

The study collected data from a single source. However, the issue of common method variance was tackled through time-lags.

Practical implications

The study suggests that supervisors must communicate with employees about the negative outcomes of KH. They must create such an environment that discourages the engagement of employees in KH and encourages the employees to engage themselves in helping behaviors to maintain a productive and creative work environment.

Originality/value

This study adds to the limited literature on the emotional consequences of KH from knowledge hiders’ perspective and unfolds the behavior-emotion-behavior sequence through the emotional pathway. More specifically, this study examined the negative emotional effect of hiding the knowledge that leads to compensatory strategy (organizational citizenship behavior) through SCE (shame and guilt). Finally, zooming into SCE, this study elucidates the supervisor’s IWE as a conditional variable.

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Article
Publication date: 9 November 2012

Faruq A. Al‐Omari, Osama D. Al‐Khaleel, Ghassan A. Rayyashi and Sameh H. Ghwanmeh

The purpose of this paper is to develop an innovative information hiding algorithm.

Abstract

Purpose

The purpose of this paper is to develop an innovative information hiding algorithm.

Design/methodology/approach

The proposed algorithm is based on image histogram statistics. Cumulative‐peak histogram regions are utilized to hide multiple bits of the secret message by performing histogram bin substitution. The embedding capacity, otherwise known as payload, and peak signal to noise ratio (PSNR), as well as security, are the main metrics used to evaluate the performance of the proposed algorithm.

Findings

According to the obtained results, the proposed algorithm shows high embedding capacity and security at comparable PSNR compared with existing hiding information techniques.

Originality/value

The simplicity, security, random distribution of embedding pixels, and on‐demand high capacity are the key advantages of the proposed approach.

Details

Journal of Systems and Information Technology, vol. 14 no. 4
Type: Research Article
ISSN: 1328-7265

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Article
Publication date: 10 August 2012

Faruq A. Al‐Omari, Osama D. Al‐Khaleel, Ghassan A. Rayyashi and Sameh H. Ghwanmeh

The purpose of this paper is to develop an innovative information hiding algorithm.

Abstract

Purpose

The purpose of this paper is to develop an innovative information hiding algorithm.

Design/methodology/approach

The proposed algorithm is based on image histogram statistics. Cumulative‐peak histogram regions are utilized to hide multiple bits of the secret message by performing histogram bin substitution. The embedding capacity, otherwise known as payload, and peak signal to noise ratio (PSNR), as well as security, are the main metrics used to evaluate the performance of the proposed algorithm.

Findings

According to the obtained results, the proposed algorithm shows high embedding capacity and security at comparable PSNR compared with existing hiding information techniques.

Originality/value

The simplicity, security, random distribution of embedding pixels, and on‐demand high capacity are the key advantages of the proposed approach.

Details

Journal of Systems and Information Technology, vol. 14 no. 3
Type: Research Article
ISSN: 1328-7265

Keywords

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Article
Publication date: 24 March 2021

Fauzia Syed, Saima Naseer, Muhammad Waheed Akhtar, Mudassir Husnain and Muhammad Kashif

This study aims to utilize the cognitive appraisal theory of stress and coping by conducting a joint investigation of the mediating role of knowledge hiding behaviors in…

Abstract

Purpose

This study aims to utilize the cognitive appraisal theory of stress and coping by conducting a joint investigation of the mediating role of knowledge hiding behaviors in the relationship of exploitative leadership on employee’s work related attitudes (i.e. turnover intentions) and behaviors (e.g. job performance, creativity) and fear of negative evaluation in influencing this mediation.

Design/methodology/approach

Using the Preacher and Hayes’ (2004) moderated-mediation approach, the authors tested the model by collecting multi-wave and two-source data from employees and fellow peers (n =281) working in the service sector of Pakistan.

Findings

Results of the study demonstrate that exploitative leadership adversely influences one’s performance and turnover intentions through knowledge hiding behaviors. The fear of negative evaluation moderates the indirect effects of exploitative leadership on employee’s outcomes through knowledge hiding behaviors such that these indirect effects are stronger for individuals possessing low levels of fear of negative evaluation.

Originality/value

The current study contributes to knowledge management and dark leadership literature by suggesting knowledge hiding behaviors as a process through which exploitative leaders unveil their negative effects on employee’s outcomes. This study is also unique in the sense, as it posits that employees might vary because of their dispositional traits (i.e. low fear of negative evaluation) in responding to exploitative leadership with greater knowledge hiding behaviors.

Details

Journal of Knowledge Management, vol. 25 no. 8
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 12 September 2016

Weiwei Huo, Zhenyao Cai, Jinlian Luo, Chenghao Men and Ruiqian Jia

The purpose of this paper is to examine why employees hide knowledge and how organizations intervene and influence the negative effects of knowledge hiding. This study…

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Abstract

Purpose

The purpose of this paper is to examine why employees hide knowledge and how organizations intervene and influence the negative effects of knowledge hiding. This study builds and tests a theoretical model at both individual and team level.

Design/methodology/approach

Data were collected from universities, research institutes and enterprises’ research and development (R&D) teams in China via a two-wave survey. The final sample contained 417 cases. Hierarchical linear modeling was used to test hypotheses.

Findings

The results show that territoriality plays a mediating role between psychological ownership and knowledge hiding, and that organizational result justice negatively moderated the relationship between territoriality and knowledge hiding. Procedure justice negatively moderated the relationship between territoriality and rationalized hiding, and that between territoriality and evasive hiding. Interactive justice negatively moderated the relationship between territoriality and rationalized hiding, and that between territoriality and evasive hiding. There were thus interactive effects among territoriality, perceived knowledge value and psychological ownership; the relationship between individual psychological ownership and territoriality was weaker when perceived knowledge value was lower and task interdependence was higher, and stronger with higher perceived knowledge value and lower task interdependence.

Research limitations/implications

Territorial behaviors, such as knowledge hoarding and misleading within R&D teams, are the primary challenges for organizations’ positive activities, including internal sharing, teamwork and organizational goal accomplishment. Researching knowledge territoriality in the Chinese cultural context will help to distinguish territorial behaviors and to take preventive measures. In addition, this study not only enables managers to understand clearly the precipitating factors of knowledge territoriality and the relationships among them but also provides constructive strategies for reducing the negative effect of organizational intervention in knowledge territoriality.

Originality/value

This study adopts a multilevel modeling method and not only reveals the “black box” of interaction among psychological ownership, territoriality and knowledge hiding at the individual level but also probes the three-way interaction of perceived knowledge value, team task dependency and psychological ownership with territoriality at both individual and team levels, and then discusses the mediation effect of organizational justice on the relationship between territoriality and knowledge hiding. The conclusion of this study not only enriches the literature on knowledge hiding in the field of knowledge management but also helps to elucidate the function and intervention mechanism of knowledge hiding.

Details

Journal of Knowledge Management, vol. 20 no. 5
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 14 June 2019

Payal Anand and Yusuf Hassan

Though there have been umpteen discussions on knowledge sharing in organizations, there is a dearth of discussion on knowledge hiding acts, especially in learning…

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916

Abstract

Purpose

Though there have been umpteen discussions on knowledge sharing in organizations, there is a dearth of discussion on knowledge hiding acts, especially in learning organizations. The purpose of this paper is to introduce this novel construct “knowledge hiding” and to highlight its relevant aspects crucial to organizations.

Design/methodology/approach

The paper reviews published articles on knowledge hiding and proposes four broad categories to distinguish the causes of knowledge hiding. This paper further suggests substantial measures that managers need to emphasize for dealing with the dimensions that influence knowledge hiding acts, to alleviate or mitigate the causes behind knowledge hiding acts at the workplace.

Findings

This paper identifies the causes of knowledge hiding behaviors and segregates these causes under four broad categories, i.e. person-related, job-related, coworkers-related, and organization-related causes.

Originality/value

This paper provides valuable information on knowledge hiding acts in the workplace to the practitioners in a simplified structure, along with some practical remedies to manage such acts.

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 6
Type: Research Article
ISSN: 1477-7282

Keywords

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Article
Publication date: 11 November 2020

Kausar Rasheed, Umer Mukhtar, Suleman Anwar and Naeem Hayat

Front line employees (FLEs) duel challenges of handling exceedingly customer demands and stressful supervision. Service organizations highly dependent on knowledge sharing…

Abstract

Purpose

Front line employees (FLEs) duel challenges of handling exceedingly customer demands and stressful supervision. Service organizations highly dependent on knowledge sharing among organizational employees. This study incorporates the unique internal and external negative forces of abusive supervision and customer mistreatment, forming a negative emotion towards the organization and customers and reduces the knowledge sharing appetite. This study aims to demonstrate the effect of the abusive supervision and customer mistreatment on the revenge attitude and felt obligation to moderate the knowledge hiding.

Design/methodology/approach

Survey data collected from the 201 lower rank police officers, who were directly interacting with their respective supervisors and public members (customers). Cross-sectional collected data analysed using structural equation modelling partial least square regression in SmartPLS 3.1.

Findings

FLEs perceived abusive supervision and customer mistreatment significantly influence the revenge attitude. The revenge attitude significantly explicates the lack of sharing, playing dumb and rationalized knowledge hiding among FLEs. However, the effect of revenge attitude on the evasive knowledge hiding was insignificant. Moreover, the effect of felt obligation significantly explains the evasive and playing dumb knowledge hiding among the FLEs. Felt obligation significantly moderates the revenge attitude and playing dumb knowledge hiding.

Research limitations/implications

Limitations of study included the direct and indirect role of other factors that can bring more understanding of the knowledge hiding behaviors in the future research. These factors could be culture, service delivery nature and work system at the macro-level,and personality type, ability to focus and locus of control at a personal level, inducing the knowledge hiding behaviors.

Practical implications

The study results highlight the consequences of abusive supervision and mistreatment from the customer as a revenge attitude among the FLEs. Moreover, the revenge attitude may not leads to knowledge hiding with harmful purposes. However, felt obligation at a personal level can reduce the knowledge hiding attitudes at the workplace. A trust climate can promote knowledge sharing.

Originality/value

The study is the first of its kind to explore the FLEs negative emotion of revenge triggered by the abusive supervision and mistreatment from customer leads to different aspects of knowledge hidings. Knowledge hiding is not always associated with the negative motivation and curtailed with the promotion of felt obligation at employee levels. The study also extends the knowledge hiding behaviours antecedents within the work settings. Moreover, the management of knowledge hiding behaviours curtailed with the enhancement of employees felt an obligation. Service industries need to realize the importance of managing customer expectation and supervisor role for better service performance with the promotion of knowledge sharing within the organization.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

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Article
Publication date: 16 June 2021

Rayees Farooq and Almaas Sultana

The purpose of this study is to analyze the relationship between abusive supervision and knowledge hiding. The study also examines the mediating role of distrust in the…

Abstract

Purpose

The purpose of this study is to analyze the relationship between abusive supervision and knowledge hiding. The study also examines the mediating role of distrust in the relationship between abusive supervision and knowledge hiding.

Design/methodology/approach

The procedure used in the study is a systematic literature review covering abusive supervision, knowledge hiding, distrust from 1994 to 2021. The studies were explored using the keyword search such as, “abusive supervision,” “knowledge hiding” and “distrust” from the selected databases including Emerald, ScienceDirect, EbscoHost and Google Scholar.

Findings

The study found that abusive supervision is positively related to knowledge hiding and distrust mediates the relationship between abusive supervision and knowledge hiding. The study also proposes procrastination as one of the dimensions of knowledge hiding.

Originality/value

The study is an attempt to uncover a series of relationships between abusive supervision, knowledge hiding and distrust, which may enhance academic discussion and also offer clarity to the conceptualization of these two fields.

Details

International Journal of Innovation Science, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-2223

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Article
Publication date: 14 August 2021

Namita Ruparel, Rajneesh Choubisa, Himanshu Seth and Gaurav Nagpal

The current study aims to explore the relationship between time perspective and knowledge hiding at the workplace.

Abstract

Purpose

The current study aims to explore the relationship between time perspective and knowledge hiding at the workplace.

Design/methodology/approach

The research adopts a cross-sectional design. Data were collected using purposive sampling technique from (n = 425) employees representing five sectors of companies.

Findings

Holding onto negative experiences of the past (past negative TP) and perceiving that one cannot control the outcomes of a circumstance (fatalistic TP) predict all three types of knowledge hiding. Staying in a perspective of working towards achieving a goal (futuristic TP) was negatively (although insignificantly) associated with knowledge hiding.

Practical implications

If organizations focus on shifting the time perspective of employees towards the future, KH can be curtailed. Consequently, knowledge management can be enhanced.

Originality/value

A decade of research has focused upon identifying dynamics of knowledge hiding at multiple levels, yet, the influence of TP on knowledge hiding is a novel empirical contribution to literature.

Details

Development and Learning in Organizations: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1477-7282

Keywords

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