My knowledge
The negative impact of territorial feelings on employee's own innovation through knowledge hiding
Bibliographic Data
| ID | 12167255 |
|---|---|
| Authors | Mengyao Guo (0009-0005-3558-512X, School of Economics & Management Changsha University of Science & Technology Changsha China), Graham Brown (0000-0002-3066-9827, Gustavson School of Business University of Victoria Victoria Canada, corresponding author), Lihua Zhang (0000-0003-3331-2345, School of Labor and Human Resources Renmin University of China Beijing China) |
| Year | 2022 |
| Volume | 43 |
| Issue | 5 |
| Pages | 801-817 |
| Publication date | 2022-01-03 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Organizational Behavior (JOURNAL) |
| Journal identifiers | ISSN: 0894-3796 • E-ISSN: 1099-1379 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/job.2599 |
| OpenAlex | W4206732023 |
| Language | EN |
| Citations received | 19 |
| References cited | 96 |
Innovation is critical for organizational success but innovation often depends on employee's willingness to share, which they surprisingly are not always willing to do despite potential negative costs to the individuals who hide information. Drawing on psychological ownership theory, we explain how knowledge engenders territorial feelings and leads employees to hide knowledge. Using social exchange theory, we explain how certain types of knowledge hiding behavior negatively impact the hider by reducing their own innovation. To explore potential mitigating factors, we proposed that affect‐based trust alleviates the relationship between territorial feelings and knowledge hiding and buffers the harmful effect of territorial feelings on innovative behavior. We tested the model in two studies: a pilot study of 133 full‐time employees (Study 1) and a two‐wave investigation of 30 supervisors and 240 employees (Study 2). Results revealed that (a) territorial feelings positively influenced evasive hiding and playing dumb but not rationalized hiding, (b) evasive hiding and playing dumb mediated the link between territorial feelings and innovative behavior, (c) affect‐based trust moderated the relationship between territorial feelings and evasive hiding as well as the indirect effects of territorial feelings on employee innovative behavior via evasive hiding. The theoretical and practical implications are discussed
Affect (linguistics · Feeling · Communication · Digital Marketing and Social Media · Job Satisfaction and Organizational Behavior · Knowledge Management and Sharing · Psychology · Social Psychology
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Development of the college students' territorial behavior scale and latent profile analysis
Seeing knowledge hiding through a multi-level lens
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The impact of knowledge hiding on targets’ knowledge sharing with perpetrators
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Algorithmic opacity and employees’ knowledge hiding
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Trust, trustworthiness, and trust propensity
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Psychological ownership within the job design context
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Psychological ownership and feelings of possession
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Knowledge hiding in organizations
Leader-member exchange, differentiation, and task interdependence
Trust in work teams
Leader‐signaled knowledge hiding
The path(s) to employee trust in direct supervisor in nascent and established relationships
Collective psychological ownership within the work and organizational context
Different motivations for knowledge sharing and hiding
Understanding knowledge hiding in organizations
Knowledge management behavior and individual creativity
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Antecedents and consequences of collective psychological ownership
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Home
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| Citations per year | 6.33 |
|---|---|
| Citation span | 2023 - 2026 (4) |
| Highly cited | No |