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Knowledge hiding in organizational crisis: The moderating role of leadership

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  • Nguyen, Tuyet-Mai
  • Malik, Ashish
  • Budhwar, Pawan

Abstract

The COVID-19 pandemic has caused organizational crises leading to shutdowns, mergers, downsizing or restructuring to minimize survival costs. In such organizational crises, employees tend to experience a loss or lack of resources, and they are more likely to engage in knowledge hiding to maintain their resources and competitive advantage. Knowledge hiding has often caused significant adverse consequences, and the research on knowledge hiding is limited. Drawing upon the Conservation of Resources and Transformational Leadership theories, a conceptual framework was developed to examine knowledge hiding behavior and its antecedents and consequences. We collected data from 281 Vietnamese employees working during the COVID-19 pandemic. Our results show that role conflict, job insecurity, and cynicism positively impact knowledge hiding behavior. Knowledge hiding behavior negatively affects job performance and mediates the antecedents of knowledge hiding on job performance. Transformational leadership moderated the impact of role conflict on knowledge hiding.

Suggested Citation

  • Nguyen, Tuyet-Mai & Malik, Ashish & Budhwar, Pawan, 2022. "Knowledge hiding in organizational crisis: The moderating role of leadership," Journal of Business Research, Elsevier, vol. 139(C), pages 161-172.
    • Handle: RePEc:eee:jbrese:v:139:y:2022:i:c:p:161-172
    DOI: 10.1016/j.jbusres.2021.09.026
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    References listed on IDEAS

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    Cited by:

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    2. Komal Khalid & Saima Aftab, 2024. "Exploitative Leadership and Vertical Knowledge Withholding: Examining Multiple Mediational Effects," SAGE Open, , vol. 14(2), pages 21582440241, April.
    3. Zhen Chen & Zixin Tang, 2024. "The effect of caring ethical climate on employees’ knowledge-hiding behavior: evidence from Chinese construction firms," Palgrave Communications, Palgrave Macmillan, vol. 11(1), pages 1-13, December.
    4. Yang Yang & Rui Yan & Yuting Gao & Feng Feng & Yan Meng, 2023. "Joint Efforts: Can We Succeed? Stimulating Organizational Citizenship Behaviors Through a Psychosocial Safety Climate," SAGE Open, , vol. 13(3), pages 21582440231, August.
    5. Li Jing, 2023. "The Impact of Engineering Manpower’s Innovative Behavior: Comprehending Psychological Capital as Mediator Variable," International Journal of Science and Business, IJSAB International, vol. 25(1), pages 93-105.
    6. Sumera Arshad & Dr. Muhammad Nazim & Dr. Abdul Rasheed, 2024. "Navigating Knowledge Hiding: The Influence of Supervisee Job Based Psychological Ownership on Job Performance in Manufacturing Settings," Bulletin of Business and Economics (BBE), Research Foundation for Humanity (RFH), vol. 13(1), pages 617-627.
    7. Zhao, Hongdan & Zhao, Siyong & Chen, Yuanhua & Yu, Xiaoyu, 2023. "Bystanders’ reactions to leader knowledge hiding: The roles of moral disengagement and moral identity," Journal of Business Research, Elsevier, vol. 165(C).
    8. Gonçalves, Tiago & Curado, Carla & Oliveira, Mírian, 2023. "Clarifying knowledge withholding: A systematic literature review and future research agenda," Journal of Business Research, Elsevier, vol. 157(C).
    9. María Ángeles López-Cabarcos & Analía López-Carballeira & Carlos Ferro-Soto, 2023. "How to Prevent Hostile Behaviors and Emotional Exhaustion among Law Enforcement Professionals: The Negative Spiral of Role Conflict," IJERPH, MDPI, vol. 20(1), pages 1-19, January.
    10. Tan, Chunping & Zhang, Jiayan & Zhang, Yuqi, 2022. "The mechanism of team-member exchange on knowledge hiding under the background of “Guanxi”," Journal of Business Research, Elsevier, vol. 148(C), pages 304-314.
    11. Hafsa Bashir & Meng Fanchen & Muhammad Waseem Bari, 2024. "Deceptive Knowledge Hiding in Organizations: Psychological Distress as an Underlying Mechanism," SAGE Open, , vol. 14(2), pages 21582440241, May.

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