Search results
1 – 10 of over 50000Navneet Kaur and Lakhwinder Singh Kang
Based on the conservation of resource (COR) theory, this study investigates the association between the perception of organizational politics and organizational citizenship…
Abstract
Purpose
Based on the conservation of resource (COR) theory, this study investigates the association between the perception of organizational politics and organizational citizenship behavior (OCB) while considering the mediating role of knowledge hiding and moderating role of political skill in this process.
Design/methodology/approach
Data were collected in a time-lagged survey in two waves with a three-week interval from frontline employees and their peers working in private sector banks in India. The hypothesized relationships were ascertained using the PROCESS macro for SPSS.
Findings
The results revealed a negative association between the perception of organizational politics and OCBs targeted at co-workers (OCBI), organization (OCBO) and customers (OCBC), both directly and indirectly, via knowledge hiding. Additionally, the negative indirect effect of the perception of organizational politics on OCB facets, via knowledge hiding, is buffered for individuals with high levels of political skill.
Originality/value
The current study portrays a more comprehensive understanding of the dynamics between the perception of organizational politics and OCB, with a particular emphasis on identifying the unidentified factors that may impact this liaison.
Details
Keywords
Roopa Modem, Sethumadhavan Lakshminarayanan, Murugan Pattusamy, Rajasekharan Pillai K. and Nandan Prabhu
This study addresses a central research question: Is individuals’ propensity to hide knowledge a “political phenomenon” among researchers in the Indian higher education…
Abstract
Purpose
This study addresses a central research question: Is individuals’ propensity to hide knowledge a “political phenomenon” among researchers in the Indian higher education institutions? Drawing upon social exchange and uncertainty management theories, the authors examine how a three-way interaction effect of perceptions of organizational politics, political will and political skill contributes to knowledge hiding. In addition, this study aims to develop a nuanced understanding of the knowledge hiding phenomenon in the Indian higher education context.
Design/methodology/approach
This study adopts a mixed-method study design with an explanatory sequential approach. The authors gathered data through a cross-sectional survey of 286 researchers (Study 1) followed by two focus group discussions (Study 2) involving 13 academic researchers from five Indian universities. The sample includes full-time faculty members, postgraduate and full-time doctoral students engaged in research.
Findings
The results of Study 1 indicate that researchers’ perceptions of organizational politics positively relate to their knowledge hiding. The findings of this study also suggest that the positive relationship between perceptions of organizational politics and knowledge hiding turns negative for individuals with high political will and high political skill. The focus group discussions (Study 2) explore significant predictors of knowledge hiding. This study unveils various characteristics of knowledge, knowledge hider, knowledge seeker and interpersonal dynamics as the key drivers of knowledge hiding in Indian academia.
Originality/value
The significant contributions of this study are to provide new insights into the relationship between organizational politics and knowledge hiding and to unravel the various factors that incite knowledge hiding among researchers in the Indian higher education context. This study is one among the few in the knowledge hiding literature to adopt a mixed-method research design with an explanatory sequential approach.
Details
Keywords
The purpose of this study is to propose a model of knowledge legitimation in organizational learning focusing on the relationship between power politics and legitimacy.
Abstract
Purpose
The purpose of this study is to propose a model of knowledge legitimation in organizational learning focusing on the relationship between power politics and legitimacy.
Design/methodology/approach
This study adopts the approach of a conceptual discussion.
Findings
This study developed an organizational learning model that explains how actors exercise their power and how knowledge is legitimated through politics. The author identified various factors that shape the politics; these factors trigger, enhance, facilitate and inhibit power exercise. This study also identified which type of power (influence, force, domination and discipline) leads to which type of legitimacy (pragmatic, moral and cognitive). Furthermore, this study found that power politics and organizational learning are interrelated; actors’ powers bestow legitimacy on knowledge, and knowledge enhances the power of related actors.
Originality/value
This study identified the set of factors that shape actors’ power exercise in organizational learning as well as their associated mechanism and illustrated how they lead to knowledge legitimation. The author also revealed the relationships between actors’ power and legitimacy of knowledge. Finally, this study elaborated on the findings of prior studies concerning politics of organizational learning.
Details
Keywords
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…
Abstract
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.
Details
Keywords
Knowledge hiding in organizations is perceived as counterproductive knowledge behavior that is negatively related to employees creativity and job performance, but positively…
Abstract
Purpose
Knowledge hiding in organizations is perceived as counterproductive knowledge behavior that is negatively related to employees creativity and job performance, but positively affect workplace deviance and turnover intention. The extent to which knowledge hiding develops is largely determined by personal characteristics and the work environment. However, there is a lack of research on the relationship between individual intellectual capital and knowledge hiding. This study aims to investigate the underlying mediation and moderation mechanisms of the relationship between individual human capital and knowledge hiding. The study explores the mediating role of pressure of helping others and negative emotions, and the moderating role of perceived organizational politics.
Design/methodology/approach
The data were collected in two waves, in January and February 2024, from 424 Polish employees with high intellectual capital. Partial least squares path modeling was used to test the research hypotheses.
Findings
Individual human capital is positively related to the pressure of helping others and negatively related to negative emotions. Pressure of helping others mediates the relationship between individual human capital and knowledge hiding. Contrary to expectations, negative emotions do not mediate the relationship between the pressure of helping others and knowledge hiding. The interaction of individual human capital and perceived organizational politics is positively related to knowledge hiding.
Practical implications
To decrease knowledge hiding, managers should promote meritocracy in the organization and reduce employees’ behaviors that are selfish and based on political games. Employees with high human capital should be provided with support to relieve the pressure of helping others and the negative emotions which are associated with the pressure of helping others.
Originality/value
Based on psychological ownership and reactance theories, to the best of the author’s knowledge, this study is the first to explore the relationships between individual human capital and knowledge hiding.
Details
Keywords
In the last two decades, there has been much research and attention on information and communications technologies (ICTs) as tools that can contribute to the economic and social…
Abstract
Purpose
In the last two decades, there has been much research and attention on information and communications technologies (ICTs) as tools that can contribute to the economic and social lives of persons with disabilities (PWDs). However, few studies have sought to explore and document the experiences of PWDs who use these technologies to access the democratic space. Using Democratic Governance as a conceptual framework, this qualitative study seeks to address this gap in the literature by exploring the experiences of several visually impaired Caribbean youth with the use of ICTs to access the democratic space.
Methodology/approach
This study uses the qualitative research design and is guided by Husserl’s Descriptive phenomenology. The study sought to explore common patterns elicited from the specific experiences of 14 visually impaired citizens in Jamaica and 9 in Barbados through the use of semi-structured interviews.
Findings
The findings suggest that ICTs have in some ways contributed to the lives of these visually disabled youth, specifically as it relates to improving their ‘political knowledge’ and encouraging ‘political talk’. In other words, ICTs have played a contributive role in terms of including visually impaired Caribbean youth in the democratic space.
Originality/value
This study contributes to improving our understanding of how and in what ways ICTs can promote the inclusion of visually impaired persons in the democratic space.
Details
Keywords
Imanol Belausteguigoitia Rius and Dirk De Clercq
This paper aims to investigate the relationship of knowledge sharing with unethical pro-organizational behavior (UPB) and the potential augmenting effects of two factors…
Abstract
Purpose
This paper aims to investigate the relationship of knowledge sharing with unethical pro-organizational behavior (UPB) and the potential augmenting effects of two factors: employees’ dispositional resistance to change and perceptions of organizational politics.
Design/methodology/approach
Quantitative data come from employees in a Mexican manufacturing organization. The hypotheses tests use hierarchical regression analysis.
Findings
Knowledge sharing increases the risk that employees engage in UPB. This effect is most salient when employees tend to resist organizational change or believe the organizational climate is highly political.
Practical implications
Organizations should discourage UPB with their ranks, and to do so, they must realize that employees’ likelihood to engage in it may be enhanced by their access to peer knowledge. Employees with such access may feel more confident that they can protect their organization against external scrutiny through such unethical means. This process can be activated by both personal and organizational factors that make UPB appear more desirable.
Originality/value
This study contributes to organizational research by providing a deeper understanding of the risk that employees will engage in UPB, according to the extent of their knowledge sharing. It also explicates when knowledge sharing might have the greatest impact, both for good and for ill.
Objetivo
Este artículo analiza la relación entre compartir conocimiento y el comportamiento pro-organizacional no ético (CPE), así como el potencial efecto amplificador de dos factores: la resistencia al cambio de los empleados y la percepción del clima político de la organización.
Diseño/metodología/aproximación
Se emplean datos cuantitativos procedentes de los empleados de una organización manufacturera mejicana. Las hipótesis se contrastan utilizando análisis de regresión jerárquico.
Resultados
Compartir conocimiento aumenta el riesgo de que el empleado desarrolle CPE. Este efecto es mayor cuando los empleados muestran resistencia a los cambios organizativos o creen que el clima organizativo está altamente politizado.
Implicaciones prácticas
Las organizaciones deben desincentivar el CPE, y para hacerlo deben comprender que la probabilidad de que ocurra aumenta con el acceso al conocimiento de otros compañeros. Los empleados con acceso a este conocimiento pueden percibir que pueden proteger a la organización frente al escrutinio externo por medio de este comportamiento no ético. Este proceso puede activarse tanto por factores personales como organizacionales que hagan la aparición de CPE más deseable.
Originalidad/valor
Este estudio contribuye a la investigación proporcionando una comprensión más profunda del riesgo de que los empleados muestren CPE, en conexión con su grado de conocimiento compartido. También explica cuando compartir conocimiento puede tener un mayor impacto, para bien o para mal.
Objetivo
Este artigo analisa a relação entre compartilhar o conhecimento e comportamento pró-organizacional antiético (CPA), bem como o potencial efeito ampliador de dois fatores: a resistência a mudança de funcionários e a percepção do clima político da organização.
Design/metodologia/aproximação
Dados quantitativos são utilizados por funcionários de uma organização de manufatura mexicana. As hipóteses são testadas usando análise de regressão hierárquica.
Objetivo
Resultados – Compartilhar os resultados aumenta o risco de que o funcionário desenvolva o CPA. Esse efeito é maior quando os funcionários mostram resistência às mudanças organizacionais ou acreditam que o clima organizacional é altamente politizado.
Implicações práticas
As organizações devem desencorajar o CPA, e para isso devem entender que a probabilidade de isso acontecer aumenta com o acesso ao conhecimento de outros colegas. Os funcionários com acesso a esse conhecimento podem perceber que podem proteger a organização do escrutínio externo por meio desse comportamento antiético. Este processo pode ser ativado por fatores pessoais e organizacionais que tornam o surgimento de CPA mais desejável.
Originalidade/valor
Este estudo contribui para a investigação, fornecendo uma compreensão mais profunda do risco que os funcionários exibem CPA, em conexão com o seu grau de conhecimento compartilhado. Também explica quando o compartilhar conhecimento pode ter um impacto maior, para melhor ou para pior.
Details
Keywords
- Knowledge sharing
- Unethical pro-organizational behaviour
- Resistance to change
- Perceived organizational politics
- Comportamiento organizativo no ético
- Compartir información
- Resistencia al cambio: clima político organizativo percibido
- Comportamento organizacional antiético
- compartilhar informações
- resistência à mudança: clima organizacional político percebido
A focus on the socio-politics of qualitative research and, given the space available, to raise more questions than answers. In other words, the author wants to be more speculative…
Abstract
Purpose
A focus on the socio-politics of qualitative research and, given the space available, to raise more questions than answers. In other words, the author wants to be more speculative then definitive. The paper aims to discuss this issue.
Design/methodology/approach
The paper is grounded in a sociology of knowledge approach known as ANTi-History.
Findings
The development of qualitative methods is grounded in the socio-politics of knowledge production.
Research limitations/implications
The focus chosen – ANTi-History – is selected in exclusion to other potential approaches.
Practical implications
To encourage researchers to include socio-politics in understanding the production of qualitative research methods.
Social implications
Identification of the socio-politics that underlie qualitative approaches.
Originality/value
The paper is rooted in a developing approach to the socio-politics of knowledge of the past.
Details
Keywords
Md. Zahidul Islam, M. Muzamil Naqshbandi, Makhmoor Bashir and Nurul Amirah Ishak
This study aims to develop a framework that demonstrates the role of social capital in alleviating knowledge hiding behaviour in organisations while also considering the…
Abstract
Purpose
This study aims to develop a framework that demonstrates the role of social capital in alleviating knowledge hiding behaviour in organisations while also considering the moderating roles of perceived organisational politics and the perceived value of knowledge in this process.
Design/methodology/approach
The authors conducted a systematic literature review of research papers on the topic of knowledge hiding to develop a framework for mitigating knowledge hiding.
Findings
This paper conceptualises social capital into three interrelated dimensions (e.g. structural, cognitive and relational). Based on the findings of the review, all the three social capital dimensions can potentially mitigate an individual’s propensity towards knowledge hiding. Additionally, the paper integrates two potential moderators: perceived organisational politics and perceived value of knowledge, which could undermine the outcomes of social capital in mitigating knowledge hiding.
Research limitations/implications
Although the proposed framework may provide preliminary insights to practitioners and scholars, one of its key limitations is that it is conceptual. Future empirical research is needed to validate the proposed framework.
Originality/value
Existing research has focused on studying the antecedents and consequences of knowledge hiding. However, scant scholarly work explores how such behaviour can be mitigated. This paper addresses this gap and contributes to understanding how organisations can alleviate the prevalence of knowledge hiding by developing their social capital and by focusing on contextual factors.
Details
Keywords
Gerald R. Ferris, Shanna R. Daniels and Jennifer C. Sexton
Although employee race has been an actively investigated area of scientific inquiry for decades, a thorough and informed understanding of the role of race in the organizational…
Abstract
Although employee race has been an actively investigated area of scientific inquiry for decades, a thorough and informed understanding of the role of race in the organizational sciences has eluded us for a number of reasons. The relationship of race and stress in organizations is a prime example of this neglect and deficiency in our knowledge base, as little work has been done in this area. We attempt to address this limitation in the literature by proposing an inductively derived, review-centric framework that attempts to articulate the multiple intermediate linkages that explain the process dynamics taking place in the relationship between employee race and health and well-being in organizations. We argue that socialization processes, social networks, information and resource access, and mentoring contribute to distance and differences between racial minorities and nonminorities concerning control, reputation, performance, and political understanding and skill, which in turn, creates barriers to success, and increased stress and strain for racial minorities. The implications of this framework along with directions for future theory and research are discussed in this chapter.
Details