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Interpersonal conflict at work and knowledge hiding in service organizations: the mediator role of employee well-being

Interpersonal conflict at work and knowledge hiding in service organizations: the mediator role... This paper aims to explore the effects of interpersonal conflicts in the social workplace on various rationalized, knowledge-hiding behaviors in service organizations. This research also examines employee well-being as a mediator to explain the effects of interpersonal conflicts at work on knowledge-hiding behaviors.Design/methodology/approachFirst, relevant literature provided the theoretical basis for the conceptual model that links the core constructs of this research. A quantitative study collected data from 395 employees of a global consulting firm with a branch located in a developing country. Finally, an analysis of the structural equation modeling with MPlus 7 software tested the measurement and the structural model.FindingsThe results of this study suggest that interpersonal conflict at work influences knowledge-hiding and that employee’s well-being mediates this relationship. In other words, employees strategically choose what knowledge-hiding behaviors to use – such as evasion or “playing dumb” – to cope with the lack of well-being caused by high interpersonal conflicts in the workplace.Originality/valueAlthough contextual and individual factors may trigger knowledge-hiding behavior at work, the current literature has overlooked the combined effects of such factors, especially in service settings. Knowledge hiding in service organizations is a weakness that can lead to significant economic losses, especially in firms that are intensively knowledge-based. Thus, it is necessary to identify the antecedents of knowledge-hiding behavior to deter low performance in these organizations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Quality and Service Sciences Emerald Publishing

Interpersonal conflict at work and knowledge hiding in service organizations: the mediator role of employee well-being

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1756-669X
eISSN
1756-669X
DOI
10.1108/ijqss-02-2020-0023
Publisher site
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Abstract

This paper aims to explore the effects of interpersonal conflicts in the social workplace on various rationalized, knowledge-hiding behaviors in service organizations. This research also examines employee well-being as a mediator to explain the effects of interpersonal conflicts at work on knowledge-hiding behaviors.Design/methodology/approachFirst, relevant literature provided the theoretical basis for the conceptual model that links the core constructs of this research. A quantitative study collected data from 395 employees of a global consulting firm with a branch located in a developing country. Finally, an analysis of the structural equation modeling with MPlus 7 software tested the measurement and the structural model.FindingsThe results of this study suggest that interpersonal conflict at work influences knowledge-hiding and that employee’s well-being mediates this relationship. In other words, employees strategically choose what knowledge-hiding behaviors to use – such as evasion or “playing dumb” – to cope with the lack of well-being caused by high interpersonal conflicts in the workplace.Originality/valueAlthough contextual and individual factors may trigger knowledge-hiding behavior at work, the current literature has overlooked the combined effects of such factors, especially in service settings. Knowledge hiding in service organizations is a weakness that can lead to significant economic losses, especially in firms that are intensively knowledge-based. Thus, it is necessary to identify the antecedents of knowledge-hiding behavior to deter low performance in these organizations.

Journal

International Journal of Quality and Service Sciences – Emerald Publishing

Published: Nov 30, 2020

Keywords: Interpersonal conflict at work; Knowledge hiding; Employee well-being; Service organizations; Professional service firms; Service operations

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