Knowledge sabotage as an extreme form of counterproductive knowledge behavior: conceptualization, typology, and empirical demonstration

Intimate but not intimate: The perils of workplace romance in fostering knowledge sabotage

Extant research on workplace ostracism has investigated a victimization perspective to understand ostracism at the cost of examining the perpetrator-centric view of ostracism. The current study draws on the self-categorization theory and the social exchange theory to investigate the harmful effects of workplace romance in cultivating workplace ostracism from the perpetrator's perspective to combat concerns for victim blaming. The study further proposes that workplace ostracism triggered by workplace romance provokes knowledge sabotage. Besides, the study investigates the moderating role of parochial altruism in the underlying linkages. The study utilizes a multisource, time-lagged research design to collect data from employees working in service sector organizations in Pakistan. The study analyzes 343 responses using SmartPLS (v 4.0). The findings of this study reveal that workplace romance elicits workplace ostracism, which, in turn, fosters knowledge sabotage. In addition, the study finds that parochial altruism strengthens the associations between (a) workplace romance and workplace ostracism and (b) workplace romance and knowledge sabotage, mediated by workplace ostracism such that the associations are more potent at higher levels of parochial altruism and vice versa. This is the first study that examines workplace romance as the perpetrator-centric antecedent of workplace ostracism, and parochial altruism exaggerates outgroup ostracism and knowledge sabotage.

The human capital management perspective on quiet quitting: recommendations for employees, managers, and national policymakers

Purpose

The purpose of this Real Impact Viewpoint Article is to analyze the quiet quitting phenomenon from the human capital management perspective.

Design/methodology/approach

The methods comprise the analysis of 672 TikTok comments, the use of secondary data and literature review.

Findings

Quiet quitting is a mindset in which employees deliberately limit work activities to their job description, meet yet not exceed the preestablished expectations, never volunteer for additional tasks and do all this to merely maintain their current employment status while prioritizing their well-being over organizational goals. Employees quiet quit due to poor extrinsic motivation, burnout and grudges against their managers or organizations. Quiet quitting is a double-edged sword: while it helps workers avoid burnout, engaging in this behavior may jeopardize their professional careers. Though the term is new, the ideas behind quiet quitting are not and go back decades.

Practical implications

Employees engaged in quiet quitting should become more efficient, avoid burnout, prepare for termination or resignation and manage future career difficulties. In response to quiet quitting, human capital managers should invest in knowledge sharing, capture the knowledge of potential quiet quitters, think twice before terminating them, conduct a knowledge audit, focus on high performers, introduce burnout management programs, promote interactional justice between managers and subordinates and fairly compensate for “going above and beyond.” Policymakers should prevent national human capital depletion, promote work-life balance as a national core value, fund employee mental health support and invest in employee efficiency innovation.

Originality/value

This Real Impact Viewpoint Article analyzes quiet quitting from the human capital management perspective.

Managing knowledge loss: a systematic literature review and future research directions

Purpose

Job market shifts, such as workforce mobility and aging societies, cause the exit of knowledgeable personnel from organizations. The ensuing knowledge loss (K-loss) has broad negative effects. This study analyzes the knowledge management literature on K-loss published from 2000 to 2021 and identifies fruitful directions for future research.

Design/methodology/approach

The authors conduct a systematic literature review of 74 peer-reviewed articles published between 2000 and 2021. These articles were retrieved from ProQuest Central, Science Direct, EBSCOhost and Emerald databases. The analysis utilizes Jesson et al.’s (2011) six principles: field mapping, comprehensive search, quality assessment, data extraction, synthesis and write-up.

Findings

Three sub-topics emerge from the systematic literature review: K-loss drivers, positive and negative impacts of K-loss and mitigation strategies. Over half of the literature addresses mitigation strategies and provides solutions for K-loss already in progress, rather than proposing preventive measures.

Research limitations/implications

This study has limitations related to the time span covered. Moreover, it focuses on articles published in refereed journals. Therefore, important contributions from conference papers, books and professional reports were excluded.

Originality/value

This research comprehensively synthesizes the K-loss literature and proposes future avenues of research to address under-investigated areas and potentially lead to theoretical and empirical advancements in the field. This study also provides suggestions for improving managerial practices.

Personality disorders as a predictor of counterproductive knowledge behavior: the application of the Millon Clinical Multiaxial Inventory-IV

Purpose

This study investigates the role of personality disorders in the context of counterproductive knowledge behavior.

Design/methodology/approach

Data were collected through a survey administered to 120 full-time employees recruited from Amazon’s Mechanical Turk. Personality disorders were measured by means of the Millon Clinical Multiaxial Inventory-IV.

Findings

Personality disorders play an important role in the context of counterproductive knowledge behavior: employees suffering from various personality disorders are likely to hide knowledge from their fellow coworkers and engage in knowledge sabotage. Of particular importance are dependent, narcissistic and sadistic personality disorders as well as schizophrenic and delusional severe clinical syndromes. There is a need for a paradigm shift in terms of how the research community should portray those who engage in counterproductive knowledge behavior, reconsidering the underlying assumption that all of them act deliberately, consciously and rationally. Unexpectedly, most personality disorders do not facilitate knowledge hoarding.

Practical implications

Organizations should provide insurance coverage for the treatment of personality disorders, assist those seeking treatment, inform employees about the existence of personality disorders in the workplace and their impact on interemployee relationships, facilitate a stress-free work environment, remove social stigma that may be associated with personality disorders and, as a last resort, reassign workers suffering from extreme forms of personality disorders to tasks that require less interemployee interaction (instead of terminating them).

Originality/value

To the best of the authors’ knowledge, this work represents one of the first attempts to empirically investigate the notion of personality disorders in the context of knowledge management.

Why and how targets’ negative workplace gossip exhort knowledge hiding? Shedding light on organizational justice

Purpose

Extant scholars identified negative workplace gossip as a social stressor that negatively influences employees’ behavior and attitude. Despite the burgeoning interest in workplace stressors, limited studies have explored how the detrimental consequences of targets’ perceived negative workplace gossip spur their emotions and behaviors. Grounding on conservation of resources and ego depletion theories, this study aims to investigate why and how targets’ negative workplace gossip may contribute to trigger knowledge hiding. Specifically, the authors explore the underlying mechanism of personal ego depletion and boundary conditions of organizational justice to shed new light on the above process.

Design/methodology/approach

Using two time-wave survey, the authors collected 340 sample data from employees working in high-tech companies of China. Hierarchical regression analysis was used to examine hypothesized relationships of moderated mediation model.

Findings

The empirical results revealed that negative workplace gossip exacerbates knowledge hiding by increasing personal ego depletion. Furthermore, through testing moderated mediation model, the results showed that organizational justice (i.e. distributive and procedural justice) with the low presence moderates the stronger strength of the linkage between negative workplace gossip and personal ego depletion, and likewise, it also moderates the stronger effect of negative workplace gossip on knowledge hiding via personal ego depletion.

Practical implications

This study recommends several guidelines for managers and practitioners to mitigate negative gossip by strengthening organizational justice.

Originality/value

This study first enriches novel understanding in the literature between negative workplace gossip and knowledge hiding by using a new emotional mechanism (i.e. personal ego depletion). This research also contributes new insights by incorporating contextual boundary conditions (i.e. organizational justice) that have not been yet researched on negative gossip and knowledge hiding linkage.

Antecedents and consequences of knowledge sabotage in the Turkish telecommunication and retail sectors

Purpose

This study aims to propose and test a model explicating the antecedents and consequences of knowledge sabotage.

Design/methodology/approach

Data obtained from 330 employees working in the Turkish retail and telecommunication sectors were analyzed by means of the Partial Least Squares Structural Equation Modeling technique.

Findings

Co-worker knowledge sabotage is the key factor driving knowledge sabotage behavior of individual employees, followed by co-worker incivility. Interactional justice suppresses individual knowledge sabotage, while supervisor incivility does not affect it. Co-worker knowledge sabotage reduces job satisfaction of other employees, which, in turn, triggers their voluntary turnover intention. Contrary to a popular belief that perpetrators generally benefit from their organizational misbehavior, the findings indicate that knowledge saboteurs suffer from the consequences of their action because they find it mentally difficult to stay in their current organization. Employees understate their own knowledge sabotage engagement and/or overstate that of others.

Practical implications

Managers should realize that interactional justice is an important mechanism that can thwart knowledge sabotage behavior, promote a civil organizational culture, develop proactive approaches to reduce co-worker incivility and strive towards a zero rate of knowledge sabotage incidents in their organizations. Co-worker incivility and co-worker knowledge sabotage in the workplace are possible inhibitors of intraorganizational knowledge flows and are starting points for job dissatisfaction, which may increase workers’ turnover intention.

Originality/value

This study is among the first to further our knowledge on the cognitive mechanisms linking interactional justice and uncivil organizational behavior with knowledge sabotage and employee outcomes.

Identification of human gene research articles with wrongly identified nucleotide sequences

Nucleotide sequence reagents underpin molecular techniques that have been applied across hundreds of thousands of publications. We have previously reported wrongly identified nucleotide sequence reagents in human research publications and described a semi-automated screening tool Seek & Blastn to fact-check their claimed status. We applied Seek & Blastn to screen >11,700 publications across five literature corpora, including all original publications in Gene from 2007 to 2018 and all original open-access publications in Oncology Reports from 2014 to 2018. After manually checking Seek & Blastn outputs for >3,400 human research articles, we identified 712 articles across 78 journals that described at least one wrongly identified nucleotide sequence. Verifying the claimed identities of >13,700 sequences highlighted 1,535 wrongly identified sequences, most of which were claimed targeting reagents for the analysis of 365 human protein-coding genes and 120 non-coding RNAs. The 712 problematic articles have received >17,000 citations, including citations by human clinical trials. Given our estimate that approximately one-quarter of problematic articles may misinform the future development of human therapies, urgent measures are required to address unreliable gene research articles.

Counterproductive knowledge behavior in volunteer work: perspectives from the theory of planned behavior and well-being theory

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.

A Systematic Review of Negative Work Behavior: Toward an Integrated Definition

The objective of this systematic review was to identify the overlapping and unique aspects of the operationalizations of negative work behaviors (NWBs) to specify a new integrative definition of NWB. More specifically, we examined (1) how many operationalizations and conceptualizations of NWB can be identified, (2) whether these operationalizations can be categorized into facets, i. e., the nature of NWB, harm, actor types, and roles, with subcategories, (3) what the meaningful overlap in these operationalizations was, (4) whether the operationalizations tapped unique and meaningful elements, i.e., positive labels and dynamic processes, and (5) how the overlapping and unique elements of the operationalizations could be integrated into a new theory-based research model for NWB for future research. In the literature search based on the Prisma framework, Pubmed, PsycINFO, and Google Scholar, we identified k = 489 studies that met the inclusion criteria of our review. The results of these studies revealed 16 frequently studied NWB labels, e.g., bullying and aggression. Many of these could be categorized in the same way, namely, in terms of the type of behavior, type of harm, and type of actor involved in the NWB. In our new definition of NWB, we integrated the content of the overlapping and meaningful unique elements of the 16 labels.

Understanding knowledge hiding under technological turbulence caused by artificial intelligence and robotics

Purpose

Artificial intelligence (AI) will be performing 52% of the tasks in companies by 2025. The increasing adoption of AI is generating technological turbulence in the business environment. Previous studies have also shown that employees are aware of the high risk of losing their jobs when being replaced by AI. The risk of employees engaging in opportunistic behaviors, such as knowledge hiding, is thus fairly high. Therefore, the aim of this paper is to analyze the mediating effect of employee’s AI awareness on the relationship between technological turbulence generated by AI and the three types of knowledge hiding: evasive hiding, playing dumb and rationalized hiding.

Design/methodology/approach

Structural equations by the partial least squares method were used to test the proposed research model.

Findings

The most interesting finding is that employee’s AI and robotics awareness fulfills almost all mediating functions in the relationship between technological turbulence generated by AI and the three types of knowledge hiding.

Originality/value

The results show that knowledge hiding in the digital age is first and foremost a strategy by employees to sabotage and induce failure in process automation, to reduce the risk of being replaced in the workplace by AI. This study indicates that employees are willing to hide knowledge in all possible ways when perception that AI is a threat to their job increases. In other words, technological turbulence generated by AI and employee’s AI awareness are the two great new triggers of knowledge hiding in the digital age.

Knowledge-withholding behaviours among IT specialists: the roles of job insecurity, work overload and supervisor support

The purpose of this paper is to explore factors that have an impact on information technology (IT) specialists' concealment of knowledge from their supervisors. A survey questionnaire was used to collect data from 118 IT specialists from a large Polish software company. The data analyses were conducted using partial least-squares path modelling. The results revealed that perceived work overload (PWO) is positively related to perceived job insecurity (PJI), and that PJI is positively related to vertical knowledge withholding (VKW). Contrary to expectations, no significant relation was found between PWO and VKW. Moreover, there is a negative relationship between supervisor support (SS) and VKW. This study introduces the concept of VKW and places it in the context of the relationship between subordinates and superiors. Managers can use the results to limit knowledge withholding among IT specialists. To confirm achieved results, future research can use larger samples and be conducted in different sectors.

Relational climates moderate the effect of openness to experience on knowledge hiding: a two-country multi-level study

Purpose

Understanding employee knowledge hiding behavior can serve organizations in better implementing knowledge management practices. The purpose of this study is to investigate how personality and work climate influence knowledge hiding, by examining the respective roles of openness to experience and relational (specifically, communal sharing and market pricing) climates.

Design/methodology/approach

Multilevel modeling was used with two distinct samples, one from Vietnam with 119 employees in 20 teams and one from The Netherlands with 136 employees in 32 teams.

Findings

In both samples, the hypothesized direct relationship between openness and knowledge hiding was not found. In the Vietnamese sample, only the moderating effect of market pricing climate was confirmed; in the Dutch sample, only the moderating effect of communal sharing climate was confirmed. The findings of the Vietnamese sample suggest that people with a high sense of openness to experience hide knowledge less under low market pricing climate. In the Dutch sample, people with high openness to experience hide knowledge less under high communal sharing climate. The authors conclude that, in comparison with personality, climate plays a stronger role in predicting knowledge hiding behavior.

Research limitations/implications

Small sample size and self-reported data might limit the generalizability of this study’s results.

Practical implications

The paper highlights how organizational context (relational climate) needs to be taken into account in predicting how personality (openness to experience) affects knowledge hiding.

Originality/value

This paper contributes to a better understanding of the knowledge hiding construct by extending the set of known antecedents and exploring the organizational context in which such phenomena happen.

A structured literature review of scientometric research of the knowledge management discipline: a 2021 update

Purpose

The purpose of this study is to conduct a structured literature review of scientometric research of the knowledge management (KM) discipline for the 2012–2019 time period.

Design/methodology/approach

A total of 175 scientometric studies of the KM discipline were identified and analyzed.

Findings

Scientometric KM research has entered the maturity stage: its volume has been growing, reaching six publications per month in 2019. Scientometric KM research has become highly specialized, which explains many inconsistent findings, and the interests of scientometric KM researchers and their preferred inquiry methods have changed over time. There is a dangerous trend toward a monopoly of the scholarly publishing market which affects researchers’ behavior. To create a list of keywords for database searches, scientometric KM scholars should rely on the formal KM keyword classification schemes, and KM-centric peer-reviewed journals should continue welcoming manuscripts on scientometric topics.

Practical implications

Stakeholders should realize that the KM discipline may successfully exist as a cluster of divergent schools of thought under an overarching KM umbrella and that the notion of intradisciplinary cohesion and consistency should be abandoned. Journal of Knowledge Management is unanimously recognized as a leading KM journal, but KM researchers should not limit their focus to the body of knowledge documented in the KM-centric publication forums. The top six most productive countries are the USA, the UK, Taiwan, Canada, Australia and China. There is a need for knowledge brokers that may deliver the KM academic body of knowledge to practitioners.

Originality/value

This is the most comprehensive, up-to-date analysis of the KM discipline.

Withholding effort in sharing knowledge in online space: differential effects of task characteristics

Purpose

Knowledge withholding is an important but under-studied topic, which refers to the phenomenon that individuals give less than full effort to contributing knowledge. This study aims to investigate the differential effects of task characteristics on individuals’ knowledge withholding behavior in online space, this study develops and empirically verifies a theoretical model that covers the five core task characteristics in job characteristics model (autonomy, identity, feedback, skill variety and significance), knowledge sharing self-inefficacy and withholding effort in sharing knowledge.

Design/methodology/approach

Using an online survey method, this study collected empirical data from 351 general internet users from 30 provincial administrative units in China. The data were analyzed using the structural equation modeling technique of partial least squares.

Findings

The analysis results indicate that autonomy negatively affects, while identity, skill variety and significance positively affect users’ knowledge withholding behavior in online space through the mediation of knowledge sharing self-inefficacy, and that three task characteristics (autonomy, identity and feedback) strengthen the relationship between knowledge sharing self-inefficacy and knowledge withholding.

Practical implications

This study provides valuable insights for reducing knowledge withholding behavior in online space. Operationally, different levels of task characteristics such as autonomy, identity and feedback can be set to prevent users from perceiving themselves as inefficacious, and to weaken the behavioral expression of knowledge sharing self-inefficacy.

Originality/value

This study provides a comprehensive understanding of the differential effects of task characteristics on knowledge withholding in online space, and improves the cognition of the boundaries of withholding effort in sharing knowledge in online space.

Knowledge sabotage as an extreme form of counterproductive knowledge behavior: the role of narcissism, Machiavellianism, psychopathy, and competitiveness

Purpose

This study empirically tests the impact of the Dark Triad personality traits (narcissism, Machiavellianism, psychopathy) and co-worker competitiveness on knowledge sabotage.

Design/methodology/approach

A model was constructed and tested by means of Partial Least Squares with data from 150 participants recruited via Amazon’s Mechanical Turk.

Findings

The individual personality traits of narcissism, Machiavellianism, and psychopathy are significant predictors of individual knowledge sabotage behavior, whereas co-worker Machiavellianism and psychopathy trigger co-worker knowledge sabotage. Out of the three Dark Triad traits, individual and co-worker psychopathy emerged as the strongest knowledge sabotage predictor. Co-worker competitiveness has a positive effect on co-workers’ knowledge sabotage behavior. There is a relatively strong relationship between co-worker and individual knowledge sabotage which suggests that knowledge sabotage is a form of contagious workplace behavior. Individuals underestimate their negative behavior and traits and/or overestimate those of their fellow co-workers.

Practical implications

Managers should realize that the Dark Triad personality traits could predispose certain individuals to engage in extremely harmful counterproductive knowledge behavior. They need to ensure that individuals with these traits are not hired or are identified during their probation periods. It is recommended that organizations include knowledge sabotage measures in their periodic employee surveys. Organizations should help their employees objectively re-evaluate their own traits and knowledge behavior as well as those of their colleagues to ensure that their reciprocating knowledge behavior is more aligned with the reality in their organization.

Originality/value

This study offers a reliable and valid quantitative survey instrument to measure the presence of knowledge sabotage.

The influence of investors’ opinions of human capital and multitasking on firm performance: a knowledge management perspective

Purpose

The purpose of this study is to examine the disruption-adaptation associated with knowledge management (KM) of entrepreneurial multitasking of top strategy and tactics executive (TSTE) succession in positions responsible for both S and T. This provides insight into KM and firm performance during turbulent periods.

Design/methodology/approach

The study examines investor’s opinions of human capital in the context of managerial succession. The data was based on 900 publicly available appointment announcements between 2006–2014, allowing for the examination of 459 observations of succession in 51 industries.

Findings

The findings indicate that the relationship between KM of entrepreneurial multitasking and firm performance was more positive for high innovation firms than for low innovation firms. As well, the relationship between investors’ opinions of a top executive manager’s human capital and firm performance is more positive for small firms than for large firms and more positive for high innovation firms than for low innovation firms.

Research limitations/implications

The study contributes to the literature by systematically examining the announced appointment of executives in one context where KM of entrepreneurial multitasking is prevalent – across marketing strategy and sales tactics (hereafter, S and T) responsibilities – for multiple firms listed at major US stock exchanges across a wide range of industries, using lagged performance data to discern performance outcomes. It highlights important issues related to organizational structure and human capital for firm performance and KM in dynamic environments. Further research could examine the impact on firm performance of a change in structure – from a joint sales and tactics position to a sales or tactics position and vice versa. By studying the impact of change to and from an intertwined position, future scholars can determine the level of risk stemming from coordination uncertainty changes with time.

Practical implications

Of practical relevance, the study shows that vesting dual responsibility for S and T in one executive during managerial succession may not be as universally valuable or adaptive as previously thought. One practical extension of this research may also be that larger firms that are more likely to have clearly defined silos may find that such vesting of multitasking responsibility not as valuable. High innovation and small firms may gain from new executives’ multitasking responsibility for S and T. Thus, firms should think twice before vesting S and T responsibilities with one incoming executive during the leadership change.

Social implications

Responsibility for both S and T compounds ambiguous accountability, frequently leaving the locus of customer-related problems unclear, and therefore unsolved.

Originality/value

Extant research has overlooked the relationship between the top management team’s (TMT) abilities to multitask firm performance over time across contexts of external and internal change, operationalized as firm innovation and firm size. Nor have studies explored the firm performance implications of external stakeholders’ opinions of such human capital across these contexts. A novel measure of executive-specific human capital – abnormal returns generated the appointment announcement, is introduced. Understanding the capability of a top executive to simultaneously multitask both S and T responsibilities is a critical component of KM; also relevant are investors’ opinions of their human capital, a particular oversight given the challenge of the “great transformational leader” with servant leadership theory (Carayannis et al., 2017; Gregory Stone et al., 2004).

Mitigating knowledge hiding in firms: an exploratory study

Purpose

The purpose of this paper is to explore how firms can mitigate knowledge hiding behavior among their managers.

Design/methodology/approach

This study employs a multiple case study methodology for studying nine United Arab Emirates-based (UAE-based) firms. Furthermore, 26 semi-structured interviews with senior managers are undertaken.

Findings

Based on the qualitative interviews and comprehensive data analysis, results unveil three strategies that firms can opt for in order to mitigate knowledge hiding behavior among managers (reducing chain of command, developing informal interaction among managers, introducing and implementing incentive policy.

Research limitations/implications

This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to the UAE culture only.

Practical implications

Firms can use the findings from this study to understand strategies that can help them to mitigate the knowledge hiding behavior of managers.

Originality/value

This study contributes to knowledge hiding literature by revealing strategies which discourages knowledge hiding behavior in firms.

Knowledge sabotage as an extreme form of counterproductive knowledge behavior: the perspective of the target

Purpose

This study aims to explore the existence of knowledge sabotage in the contemporary organization from the perspective of the target.

Design/methodology/approach

This study collected and analyzed 172 critical incidents reported by 109 employees who were targets of knowledge sabotage in their organizations.

Findings

Over 50 per cent of employees experienced at least one knowledge sabotage incident. Knowledge sabotage is driven by three factors, namely, gratification, retaliation against other employees and one’s malevolent personality. Knowledge saboteurs are more likely to provide intangible than tangible knowledge. Knowledge sabotage results in extremely negative consequences for individuals, organizations and third parties. Organizations often indirectly facilitate knowledge sabotage among their employees. Both knowledge saboteurs and their targets believe in their innocence – saboteurs are certain that their action was a necessary response to targets’ inappropriate workplace behavior, whereas targets insist on their innocence and hold saboteurs solely responsible.

Practical implications

Organizations should recruit employees with compatible personalities and working styles, introduce inter-employee conflict prevention and resolution procedures, develop anti-knowledge sabotage policies, clearly articulate the individual and organizational consequences of knowledge sabotage and eliminate zero-sum game-based incentives and rewards.

Originality/value

This is the first study documenting knowledge sabotage from the target’s perspective.