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The purpose of this study is to examine the relationships among knowledge attributes (complexity and implicitness), interpersonal distrust, knowledge hiding (KH) and team efficacy and second, to explore a new dimension of KH.

Data for this research were collected from more than 940 employees working in manufacturing, information technology (IT), finance and the purification industry. Structural equation modeling was used to test hypothesized relationships.

First, the research confirmed the existence of bullying hiding behaviors in the knowledge economy era based on “knowledge power.” Second, the findings suggest that knowledge attributes are an important predictor of KH behaviors in organizations. The findings implicate the mediating effect of interpersonal distrust and the moderating role of team efficacy, while team efficacy negatively moderated the relationships between interpersonal distrust with evasive hiding and playing dumb, but positively moderated the relationship between interpersonal distrust with rationalized hiding and bullying hiding.

This is the first study to propose bullying hiding, a behavior that has emerged in organizational knowledge transfer, and it is more detrimental to knowledge sharing than other KH behaviors. The results of research on the different regulating effects of team efficacy on KH behaviors enrich the boundary conditions of KH research.

The literature on workplace ostracism lacks the integration of the antecedents and consequences of ostracism in a single study, hindering a holistic picture of how perceived workplace ostracism (PWO) emerges and subsequently hampering theoretical development and practical intervention. Based on this critical gap, we examine the effect of person-organization unfit and interpersonal distrust as potential antecedents of PWO, which we propose to affect employee silence. Furthermore, we highlight PWO as a mediator linking interpersonal distrust and person-organization unfit to employee silence. In addition, we further investigate the boundary condition of ethical leadership to address when the effect of PWO on employee silence can be potentially mitigated.

Survey data were collected from 242 service industry employees in the United Arab Emirates, and analyzed using PLS-SEM.

Both person-organization unfit and interpersonal distrust lead to PWO, increasing employee silence. Feeling ostracized serves as a mediator, linking interpersonal distrust and person-organization unfit to employee silence. Ethical leadership moderates this, reducing the ostracism’s impact on silence, showcasing its value in mitigating harmful workplace dynamics.

The study is useful for organizations and managers as it illustrates the causes and consequence of PWO and provides practical solutions.

This study is one of the scarce endeavors to holistically investigate workplace ostracism by testing its antecedents and consequence in a single model. Furthermore, it explores person-organization unfit as a novel antecedent of PWO.

The present paper reviews the research literature on trust in bargaining and mediation. Several models of trust within the bargaining process are also described. It is concluded that trust means different things, depending upon the relationship under investigation. Trust among negotiators can refer to a personality trail (how trusting a negotiator is of others) or to a temporary state. Within the state perspective, trust often refers to one of three orientations: (1) cooperative motivational orientation (MO), (2) patterns of predictable behavior, (3) a problem‐solving orientation. Trust between a negotiator and constituents usually refers to a cooperative MO (i.e., shared loyalty) between these two groups. The addition of a mediator can impact both the opposing negotiators' relationship and each negotiator‐constituent relationship; the mediator also has direct and indirect relationships with the parties and their constituents. Future directions for research on trust are identified.

This paper to examine full knowledge sharing (KS) and partial KS in order to test the proposition that they are separate behaviors with different characteristics, risks, and motivations for the informer and subsequently different predictors.

Employed knowledge workers completed two questionnaires over a two‐week period regarding their attitudes, situational factors, individual differences, and KS behaviors with their close colleagues in their workplace.

Results support the proposition that they are different albeit related behaviors. Full KS is enabled by intentions for full KS. Partial KS is enabled by the uniqueness of the knowledge, interpersonal distrust of close colleagues, and inhibited by perceived value of knowledge. Management support, interpersonal trust and distrust enable intentions for both full and partial KS, then propensity to share further enables full KS, and psychological ownership further enables intentions for partial KS.

The findings from the study suggest that researchers should specify which sharing behavior they are examining (full or partial). Future research should also examine the outcomes of these two behaviors to see whether the assumed benefits of sharing knowledge apply to both of them.

The findings of the study provide some insight for practitioners on what motivates full versus partial KS.

The study challenges the assumption that KS is a single behavior, and starts to parse out the complexities within the KS literature with respect to predictors of actual KS behaviors.

COVID-19 affects the peer-to-peer (P2P) accommodation industry. With regard to prospect theory, individuals’ negative emotions, such as institutional distrust, are easily evoked and impede consumption intention in an environment of permeating uncertainty and risks. While existing research indicates the negative effects of institutional distrust, scant research has explored its antecedents and intervention mechanisms. This study thus aims to unveil the influencing factors and explore mitigating mechanisms of customers’ institutional distrust of P2P accommodations.

Online reviews data were used to identify the underlying critical issues. The authors developed a model to depict how institutional distrust is formed under the boundary condition of subjective norm by the results. The model was verified using a questionnaire survey. Finally, in-depth semi-structured interviews were conducted to ensure its robustness.

The external environment and internal platform effectiveness are two critical aspects affecting institutional distrust of P2P accommodations. The external environment influences institutional distrust through perceived threat, explaining the formation mechanism of customers’ institutional distrust through customers’ internal psychology. Furthermore, the authors found subjective norm moderating the effect of perceived threat on customers’ institutional distrust.

This is one of the first studies, to the best of the authors’ knowledge, to explore institutional distrust of P2P accommodations after COVID-19. The finding contributes to studies on P2P accommodation by uncovering the contingent role of subjective norm in influencing customers’ institutional distrust.

This is a pioneering study that explores the antecedents and mitigating mechanisms of institutional distrust of P2P accommodations during the new normal of COVID-19.

The purpose of this paper is to investigate the behavioral tendencies of supply managers when they are faced with uncertainty in making multi-tier sourcing decisions.

This paper uses the literature on multi-tier supply chains and behavioral decision making to develop a theoretical framework for examining factors influencing a supply manager’s decision to retain control over sourcing in the multi-tier context. An experimental vignette methodology is used to gather data from 259 supply managers.

Results suggest that supply managers choose to exert less multi-tier control when they have high levels of interpersonal trust in the tier-1 supplier’s sales representative. This effect is accentuated by a high level of familiarity with potential lower-tier suppliers. Under high levels of familiarity with potential lower-tier suppliers, supply managers will exert greater levels of multi-tier sourcing control as the behavioral uncertainty of the tier-1 supplier increases.

Buying firms can enhance their understanding of supply managers’ multi-tier sourcing decision making and the potential biases associated with it. Suggestions for a more effective use of multi-tier sourcing are provided in the Discussion section.

Multi-tier sourcing is an increasingly important area of research, and this paper is the first to examine individual supply managers’ behavioral decision making in the multi-tier context. This paper also contributes to the outsourcing literature by investigating behavioral factors influencing the outsourcing of sourcing activities.

This study aims to build a moderated mediation model to investigate the roles that trust in the leader and follower Machiavellianism can play in the relationship between moral disengagement of the leader and hiding of knowledge of the followers.

Data were gathered from eight universities in Turkey using a set of 72 matched leader (dean)–follower (faculty member) questionnaires. The hypotheses were tested with multiple regression, moderated regression and bootstrapping analyses.

The findings reveal that leader moral disengagement positively influences follower knowledge hiding, while trust in the leader mediates this influence and follower Machiavellianism not only moderates the relationship between leader moral disengagement and trust in the leader but also reduces the indirect relationship between leader moral disengagement and follower knowledge hiding through trust in the leader.

Even though measurements of research variables were collected from different sources and with time separation, common method bias might have existed. Also, this research is carried out in a single cultural context posing the issue of the generalizability of our findings to other cultural contexts.

The main contribution of this study is to construct and investigate a conceptual model that focuses on the possible effect of moral disengagement of the leader on knowledge hiding by the followers. Also, by supporting the mediating role of trust in the leader, this research reveals that followers of leaders with high moral disengagement are more prone to indulge in the hiding of knowledge. Moreover, the moderating role of follower Machiavellianism, found in this study, provides an additional understanding that followers may vary in the degree to which they are sensitive to the leader's influence.

Recent scholars have established that knowledge hiding does not equate to the lack of knowledge sharing. Due to a scarcity of papers on knowledge hiding, this paper aims to understand the mechanisms through which ethical leadership influences knowledge hiding based on social learning theory and social cognitive theory.

The field study involves 243 employees from public listed companies in Malaysia. Partial least square structural equation modelling is used to test the hypothesised relationships.

The results indicate that moral disengagement mediates the relationship between ethical leadership and knowledge hiding. Furthermore, organisational commitment moderates the negative relationship between ethical leadership and knowledge hiding, such that the negative relationship is stronger when organisational commitment is high.

This study is the first to investigate the influence of ethical leadership on knowledge hiding through the mediating effect of moral disengagement. Moreover, organisational commitment is an important boundary condition for the relationship between ethical leadership and knowledge hiding. The implications for practice and future research are also discussed.

This study aims to analyse trust and distrust as specific board processes between the board chair and chief executive officer (CEO) aimed at reducing corporate governance (CG) risk partially mitigated by regnant CG mechanisms. This study incorporates the nascent literature that posits trust and distrust as two separate constructs that co-exist simultaneously to recasts them in the CG domain.

This paper analysed data from 20 in-depth interviews conducted with board representatives at four financial services firms in The Netherlands, South Africa and Zimbabwe.

This paper found that the foundational bases of the chair–CEO relationship determine how trust and distrust are apportioned between them, which impacts board dynamics. This paper also confirmed that the constructs of trust and distrust are separate thus do not sit at opposite ends of a single continuum. Finally, this paper found that high levels of task-based distrust (as opposed to mistrust) are necessary during periods of organisational distress and more effective if there are also high levels of relational trust between the parties.

This paper empirically examines the relationship between trust and distrust in CEO–chair dyadic relationships in multiple companies across multiple countries. This paper also introduces the concept of tempered trust, which is defined as interpersonal trust tempered by task-based distrust, recasting the traditional characterisation of trust and distrust in the CG domain, thereby making a useful contribution to the literature on board dynamics.

Drawing on transaction cost economics (TCE) and social exchange theory (SET), the purpose of this paper is to explain why and how external environment, governance structures and interpersonal relationships influence information and communication technology (ICT)-enabled information sharing in supply chains (SCs) of small- and medium-sized enterprises (SMEs) from developing economies.

The authors adopt a theory-building approach using a multiple case study design, including four SMEs operating in SCs from two developing economies (i.e. Republic of North Macedonia and People’s Republic of China), in which the authors conduct both within-case and cross-case analyses.

Social bonds (known as vrski in Macedonian and guanxi in Chinese) were found to govern buyer–supplier exchanges by supporting the establishment of personal trust and the reduction of distrust. These social bonds compensate for the institutional deficiencies in developing economies and thus encourage ICT-enabled information sharing by SMEs in their SCs.

By applying the theoretical perspectives of TCE and SET to the cross-case analysis, the authors develop nine propositions to explain ICT-enabled information sharing and its interdependencies with external environment, governance structures and interpersonal relationships in developing economies. Further research is recommended to refine and test the generalizability of the theoretical model.

Firms have to develop and nurture social bonds with their suppliers from developing economies to reduce risks related to the environmental uncertainty and institutional voids. This can increase trust and decrease distrust associated with ICT-enabled information sharing.

The study examines why and how external environment (environmental uncertainty and institutional environment), social bonds (vrski and guanxi) and interpersonal mechanisms (trust and distrust) influence ICT-enabled information sharing of SMEs operating in developing economies.