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Knowledge sharing and unethical pro-organizational behavior in a Mexican organization

Knowledge sharing and unethical pro-organizational behavior in a Mexican organization This paper aims to investigate the relationship of knowledge sharing with unethical pro-organizational behavior (UPB) and the potential augmenting effects of two factors: employees’ dispositional resistance to change and perceptions of organizational politics.Design/methodology/approachQuantitative data come from employees in a Mexican manufacturing organization. The hypotheses tests use hierarchical regression analysis.FindingsKnowledge sharing increases the risk that employees engage in UPB. This effect is most salient when employees tend to resist organizational change or believe the organizational climate is highly political.Practical implicationsOrganizations should discourage UPB with their ranks, and to do so, they must realize that employees’ likelihood to engage in it may be enhanced by their access to peer knowledge. Employees with such access may feel more confident that they can protect their organization against external scrutiny through such unethical means. This process can be activated by both personal and organizational factors that make UPB appear more desirable.Originality/valueThis study contributes to organizational research by providing a deeper understanding of the risk that employees will engage in UPB, according to the extent of their knowledge sharing. It also explicates when knowledge sharing might have the greatest impact, both for good and for ill. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research: The Journal of the Iberoamerican Academy of Management Emerald Publishing

Knowledge sharing and unethical pro-organizational behavior in a Mexican organization

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1536-5433
DOI
10.1108/mrjiam-07-2017-0768
Publisher site
See Article on Publisher Site

Abstract

This paper aims to investigate the relationship of knowledge sharing with unethical pro-organizational behavior (UPB) and the potential augmenting effects of two factors: employees’ dispositional resistance to change and perceptions of organizational politics.Design/methodology/approachQuantitative data come from employees in a Mexican manufacturing organization. The hypotheses tests use hierarchical regression analysis.FindingsKnowledge sharing increases the risk that employees engage in UPB. This effect is most salient when employees tend to resist organizational change or believe the organizational climate is highly political.Practical implicationsOrganizations should discourage UPB with their ranks, and to do so, they must realize that employees’ likelihood to engage in it may be enhanced by their access to peer knowledge. Employees with such access may feel more confident that they can protect their organization against external scrutiny through such unethical means. This process can be activated by both personal and organizational factors that make UPB appear more desirable.Originality/valueThis study contributes to organizational research by providing a deeper understanding of the risk that employees will engage in UPB, according to the extent of their knowledge sharing. It also explicates when knowledge sharing might have the greatest impact, both for good and for ill.

Journal

Management Research: The Journal of the Iberoamerican Academy of ManagementEmerald Publishing

Published: Nov 7, 2018

Keywords: Knowledge sharing; Unethical pro-organizational behaviour; Resistance to change; Perceived organizational politics; Comportamiento organizativo no ético; Compartir información; Resistencia al cambio: clima político organizativo percibido; Comportamento organizacional antiético; compartilhar informações; resistência à mudança: clima organizacional político percebido

References