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Modem R, Lakshminarayanan S, Pattusamy M, Pillai K. R, Prabhu N. Is knowledge hiding in higher education a political phenomenon? An explanatory sequential approach to explore non-linear and three-way interaction effects. JOURNAL OF KNOWLEDGE MANAGEMENT 2023. [DOI: 10.1108/jkm-10-2021-0748] [Citation(s) in RCA: 1] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 03/06/2023]
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.
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Lee WJ(T, Sok P, Mao S. When and why does competitive psychological climate affect employee engagement and burnout? JOURNAL OF VOCATIONAL BEHAVIOR 2022. [DOI: 10.1016/j.jvb.2022.103810] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/09/2022]
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Turek D. Does organisational politics always hurt employee performance? Moderating–mediating model. BALTIC JOURNAL OF MANAGEMENT 2022. [DOI: 10.1108/bjm-09-2021-0338] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeDrawing on the job demands-resources theory, this study investigates the mediating role of job satisfaction and the moderating roles of abusive supervision and perceived organisational support (POS) in the relationship between perception of organisational politics (POP) and employee job performance. This study hypothesised that employees with high POS and low abusive supervision can function effectively even in organisations with a high level of organisational politics.Design/methodology/approachThe study was conducted anonymously on 408 employees, from companies operating in Poland which were completed using the computer-assisted telephone interview method. Statistical verifications of the moderation and mediation analyses were conducted with PROCESS macro.FindingsThe results showed that a high level of POP does not diminish employee performance when employees perceive low levels of abusive supervision and a high level of POS. Furthermore, the results revealed that job satisfaction mediates between POP and employee performance.Originality/valueThis study integrated research on politics, abusive supervision and POS to examine the collective impact of these variables on employee performance. The findings have important implications in terms of the potential buffering that can be applied to reduce the negative impacts resulting from POP.
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