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Understanding the emotional mechanics of knowledge hiding and trust corrosion

Understanding the emotional mechanics of knowledge hiding and trust corrosion This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThis conceptual paper clarifies how employee knowledge hiding (KH) arises, so as to mitigate its damage to organizational cultures. The results indicate that KH causes damage both to individual colleagues and to the organization itself. Six categories of events that stimulated KH were situational unintentional KH, competitive motive-based hiding, controlled hiding due to clinging to a sense of knowledge ownership, victimized hiding arising from abuse and hostility, and favored hiding fueled by shared identities and norms. Furthermore the authors identify that the risk of KH elevates in the scenarios of negative reciprocity, perceived disengagement, and influenced disengagement.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Understanding the emotional mechanics of knowledge hiding and trust corrosion

Human Resource Management International Digest , Volume 29 (5): 3 – Aug 19, 2021

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References (1)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0967-0734
DOI
10.1108/hrmid-01-2021-0005
Publisher site
See Article on Publisher Site

Abstract

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThis conceptual paper clarifies how employee knowledge hiding (KH) arises, so as to mitigate its damage to organizational cultures. The results indicate that KH causes damage both to individual colleagues and to the organization itself. Six categories of events that stimulated KH were situational unintentional KH, competitive motive-based hiding, controlled hiding due to clinging to a sense of knowledge ownership, victimized hiding arising from abuse and hostility, and favored hiding fueled by shared identities and norms. Furthermore the authors identify that the risk of KH elevates in the scenarios of negative reciprocity, perceived disengagement, and influenced disengagement.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Aug 19, 2021

Keywords: Knowledge hiding; Knowledge sharing; Organizational culture; Organizational performance; Disengagement

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