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Article
Publication date: 9 December 2020

Xianmiao Li, Zhenting Xu and Chenghao Men

This study aims to explore the transmission mechanism of individual idea generation on team idea implementation and elucidate the relationships among team knowledge territoriality

Abstract

Purpose

This study aims to explore the transmission mechanism of individual idea generation on team idea implementation and elucidate the relationships among team knowledge territoriality, team information exchange and team trust, which can better improve team knowledge sharing, decrease individual knowledge hiding or territoriality and assist the team in solving the predicament of idea implementation.

Design/methodology/approach

The data were collected by the paired method from 56 Chinese companies’ R&D teams, which comprised 356 valid samples. Besides, structure equitation modeling and hierarchical linear modeling were used to test the hypotheses.

Findings

Team knowledge territoriality had a significant positive impact on individual idea generation, team information exchange and team idea implementation. Team information exchange mediated the relationship between team knowledge territoriality and team idea implementation. Moreover, team information exchange positively moderated the relationship between team knowledge territoriality and individual idea generation. Furthermore, the relationship between individual idea generation and team idea implementation was mediated by team trust.

Originality/value

This study augments the theoretical research of territoriality and innovation process. From the viewpoint of knowledge territoriality to describe the coexistence of knowledge sharing and knowledge hiding in the organization, this study reveals the influence mechanism of team knowledge territoriality on team innovation process. Overall, this study provides empirical support that team territoriality can weaken the adverse impact of individual territoriality on innovation to a certain extent.

Details

Journal of Knowledge Management, vol. 25 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 9 June 2021

Zhenting Xu and Xianmiao Li

Building on the territoriality perspective and innovation process theory, to the purpose of this study is to investigate the mechanism of transmission and influence of knowledge

Abstract

Purpose

Building on the territoriality perspective and innovation process theory, to the purpose of this study is to investigate the mechanism of transmission and influence of knowledge territorial behavior congruence on innovation process, which provides theoretical implications for innovative teams to execute territoriality management and create a constructive knowledge sharing climate and platform for sustainable innovation of individuals and organizations.

Design/methodology/approach

The data were collected by the paired method from 311 creative R&D members. In addition, polynomial regressions and response surface method were adopted to test the hypotheses.

Findings

The more congruent the marking behavior and defensive behavior were, the higher the creative idea generation and idea implementation became. The congruence of “high marking high defensive behavior” was more conducive to triggering creative idea generation and promoting idea implementation. Compared with the incongruence of “low marking high defensive behavior,” the incongruence of “high marking low defensive behavior” was more conducive to stimulating creative idea generation. However, there was no significant difference in the incongruence effect of marking defensive behavior on idea implementation. In addition, creative idea generation mediated the relationship between knowledge territorial behavior congruence and idea implementation. Furthermore, team territorial climate moderated the relationship between knowledge territorial behavior congruence and creative idea generation.

Originality/value

The study highlights the theoretical research of territoriality and innovation process. By deconstructing the relationship between the territorial behavior congruence and the innovation process, this study establishes that the congruence and incongruence of the marking defensive behavior in knowledge territoriality exerts different effects on creative idea generation and idea implementation.

Details

Journal of Knowledge Management, vol. 26 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 25 September 2018

Yonggui Wang, Myat Su Han, Diandian Xiang and Daniel Peter Hampson

Despite managers’ investments in facilitating knowledge sharing, knowledge hiding remains prevalent in organizations. Existing studies shed light on the antecedents and…

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Abstract

Purpose

Despite managers’ investments in facilitating knowledge sharing, knowledge hiding remains prevalent in organizations. Existing studies shed light on the antecedents and consequences of knowledge hiding from the hider’s perspective. This study, the first, aims to examine the consequences of perceived knowledge hiding on the performance of knowledge seekers individually and organizations more broadly.

Design/methodology/approach

The authors develop a theoretical framework, drawing on self-determination theory (SDT) and social exchange theory (SET). The framework is tested empirically via hierarchical regression analyses, using survey data collected from salespersons (n = 296) and supervisors (n = 83) employed by one of the largest distribution and market expansion companies in Myanmar.

Findings

Consistent with SDT, the results show that perceived knowledge hiding exerts a positive effect on knowledge seekers’ individual sales performance, although this relationship is moderated by social interaction. Conversely, the results show a negative relationship between perceived knowledge hiding and team viability, which is moderated by reward structure, consistent with SET.

Research limitations/implications

The results have several strategic implications, including on the type of reward structures (i.e. individual vs team-based) that most effectively mitigate the negative consequences of perceived knowledge hiding.

Originality/value

This is the first empirical study of the consequences of perceived knowledge hiding. This model integrates two theoretical perspectives which highlight positive and negative consequences of perceived knowledge hiding.

Details

Journal of Knowledge Management, vol. 23 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 28 October 2022

Xianmiao Li, Zhenting Xu and Yuqin Hu

This study aims to explore the dual-path effects of challenge (CTP) and hindrance time pressure (HTP) on knowledge sharing, which provides theoretical reference for knowledge teams

Abstract

Purpose

This study aims to explore the dual-path effects of challenge (CTP) and hindrance time pressure (HTP) on knowledge sharing, which provides theoretical reference for knowledge teams to carry out knowledge sharing smoothly.

Design/methodology/approach

This study collected two waves of data and surveyed 416 employees in China. Regression analysis, bootstrapping and structure equitation modeling was adopted to test the hypotheses.

Findings

CTP has a positive impact on employee knowledge sharing, while HTP has a negative impact on employee knowledge sharing. Self-efficacy plays a mediating role between CTP and knowledge sharing, and emotional exhaustion plays a mediating role between HTP and knowledge sharing. The perceived organizational support can moderate the relationship between CTP and self-efficacy and between HTP and emotional exhaustion.

Originality/value

This study explains the reasons for the academic controversy about the effect of time pressure, enhances the scholars’ attention and understanding of the dual-path mechanism between time pressure and knowledge sharing and augments the theoretical research of time pressure and knowledge sharing.

Details

Journal of Knowledge Management, vol. 27 no. 7
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 21 October 2022

Ying Zhang, Shiyu Rong, Elizabeth Dunlop, Rong Jiang, Zhenyong Zhang and Jun Qing Tang

The purpose of this paper is to explore the longitudinal influence of gender, age, education level, organizational tenure and emotional intelligence on three dimensions of…

Abstract

Purpose

The purpose of this paper is to explore the longitudinal influence of gender, age, education level, organizational tenure and emotional intelligence on three dimensions of knowledge hiding over time.

Design/methodology/approach

A longitudinal study using two-wave data sets of 390 employees in Chinese enterprises was conducted to build fixed, continuous and interacting models for investigating the effects of individual differences on the processes of knowledge hiding over time.

Findings

This research uncovered the changing relationships of individual differences on knowledge-hiding behaviors over time, such that age correlates with rationalized hiding in the interacting model, indicating younger employees are less likely to choose rationalized hiding when facing situation changes; and education level, organizational tenure and emotional intelligence moderate knowledge hiding over time, implying individuals with better education, longer tenure and higher emotional intelligence tend to exhibit more rationalized hiding behaviors rather than evasive hiding and playing dumb behaviors at Time 2.

Originality/value

One of the novel contributions of this study is that it tests the longitudinal effect of individual differences on knowledge hiding, providing a vertical perspective, and thereby contributing to the body of knowledge in knowledge management. The study also constructs fixed, continuous and interacting models to measure the covering longitudinal influences, thus making the research original.

Details

Journal of Knowledge Management, vol. 27 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

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 builds and…

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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

Keywords

Open Access
Article
Publication date: 17 November 2021

Kunio Shirahada and Yixin Zhang

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…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Knowledge Management, vol. 26 no. 11
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 14 July 2020

Xianmiao Li, William X. Wei, Weiwei Huo, Yi Huang, Manyi Zheng and Jinyi Yan

This study aims to build a research model from the perspectives of knowledge hiding and idea implementation to examine what factors influence idea implementation and the…

Abstract

Purpose

This study aims to build a research model from the perspectives of knowledge hiding and idea implementation to examine what factors influence idea implementation and the cross-level moderating role of team territory climate.

Design/methodology/approach

Data were collected from universities, 52 (R&D) teams in China via a two-wave survey. The final sample contained 209 team members and their immediate supervisors. Hierarchical linear modeling was used to test hypotheses.

Findings

The results indicated that individuals’ knowledge-hiding behavior had a significantly negative impact on idea implementation and creative process engagement, which played a mediating role. Team territorial climate played a cross-level moderating role between knowledge hiding and idea implementation. If team territorial climate was at a high level, then the negative connection between knowledge hiding and idea implementation would be weaker.

Research limitations/implications

Under the perspective of territorial behavior in Chinese cultural, it can help to distinguish territorial behavior and be preventive at individual and team levels. This study not only enables managers to clearly understand the precipitating factors of idea implementation but also provides constructive strategies for alleviating the negative effects of knowledge territoriality on creative process engagement and idea implementation.

Originality/value

This study constructs a cross-level model to explore the relationship among knowledge hiding, creative process engagement and idea implementation at individual and team levels in the context of Chinese R&D enterprises. Additionally, the study analyzes the influence of territoriality on idea implementation under boundary conditions.

Details

International Journal of Emerging Markets, vol. 16 no. 8
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 24 May 2013

He Peng

The purpose of this paper is to examine why and when employees hide knowledge. Individuals may tend to hide knowledge when they have strong psychological ownership feelings over

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Abstract

Purpose

The purpose of this paper is to examine why and when employees hide knowledge. Individuals may tend to hide knowledge when they have strong psychological ownership feelings over knowledge. Therefore, this research builds and tests a theoretical model linking knowledge‐based psychological ownership with knowledge hiding via territoriality.

Design/methodology/approach

Data were collected from knowledge workers in China via a three‐wave web‐based survey. The final sample was 190 cases. Hierarchical regression models and a bootstrapping approach were used to test the hypotheses.

Findings

The results show that knowledge‐based psychological ownership positively affects knowledge hiding. Territoriality fully mediates the link between knowledge‐based psychological ownership and knowledge hiding. Moreover, organization‐based psychological ownership moderates the positive link between territoriality and knowledge hiding. Specifically, territoriality will mediate the indirect effect of knowledge‐based psychological ownership on knowledge hiding when organization‐based psychological ownership is low, but not when it is high.

Research limitations/implications

The research reflects that to reduce knowledge hiding, organizations should focus on practices that can decrease employees' self‐perception of possession of knowledge and territoriality and that can strengthen employees' psychological ownership for organizations.

Originality/value

Although many actions have been adopted to foster knowledge management in companies, knowledge hiding is still prevalent in work settings. This paper highlights the predictive power of knowledge‐based psychological ownership on knowledge hiding, and the mediating role of territoriality in the link between knowledge‐based psychological ownership and knowledge hiding.

Open Access
Article
Publication date: 13 June 2022

Samuli Laato, Bastian Kordyaka, A.K.M. Najmul Islam, Konstantinos Papangelis and Juho Hamari

Location-based games (LBGs) have afforded novel information technology (IT) developments in how people interact with the physical world. Namely, LBGs have spurred a wave of…

Abstract

Purpose

Location-based games (LBGs) have afforded novel information technology (IT) developments in how people interact with the physical world. Namely, LBGs have spurred a wave of territoriality (i.e. controlling) and exploration (i.e. discovering) of augmented physical space that are driven by different social dynamics related to group formation, social connectivity and altruism. The aim of this study is to investigate this dynamic and how it is further related to the use intensity of location-based IT.

Design/methodology/approach

This work presents a structural equation model that connects social dimensions of play to territorial control and exploration, and playing intensity. The model was tested with psychometric data gathered from a global sample of Pokémon GO players (N = 515).

Findings

In the tested sample, players' social self-efficacy and altruism were positively associated with team identification. Team identification, in turn, was positively associated with both territorial control and exploration tendency. Territorial control had a significant relationship with playing intensity; however, exploration tendency did not. This implies territorial control is the stronger predictor of playing intensity.

Practical implications

The findings suggest that human primal urges to conquer and control geographical territory may surface in the digital reimagination of physical space. LBGs offer opportunities for making use of new forms of play (territorial control and exploration) in motivating locative behaviours.

Originality/value

This research quantifies the relationships between a social predisposition, team identification, territorial control, exploration tendency and playing intensity in the context of Pokémon GO. It contributes new knowledge to the understanding of territorial behaviour (control and exploration) in location-based IT.

Details

Internet Research, vol. 32 no. 7
Type: Research Article
ISSN: 1066-2243

Keywords

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