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A plethora of research highlights the pernicious effects of English language learning demotivation on students' language learning outcomes. Therefore, to prevent students' demotivation has been a challenging task for the English language teachers. To shed fresh insight into this problem, the prime purpose of the present study was to examine the possible constituents of Pakistani university students' language learning demotivation, and how they interact with the resilience and the two personality dimensions (i.e. conscientiousness and openness to experience).

The present quantitative research study administered a questionnaire consisting of four parts to 215 undergraduate students who were enrolled in the two public universities in Quetta, the capital city of Balochistan province of Pakistan. To analyze the data, both descriptive and inferential statistics were performed with the SPSS (version 24).

The results identified both external and internal salient demotivating factors. The external factors included classroom environment, classroom learning materials, characteristics of classes, whereas lack of language learning interest and experiences of failure were the internal factors. Additionally, the results of simple linear regressions and multiple linear regressions also revealed that resilience and the two personality dimensions influenced the English language learning demotivation.

The prevalence of demotivation in the language classrooms necessitates Pakistani university English language teachers to adopt motivational teaching strategies to elicit, enhance and sustain language learners' motivation. The present study also draws the attention of the university teachers to foster students' resilience, conscientiousness and openness to prevent their language learning demotivation. The findings also implicate the ministry of education of Pakistan to equip educational institutes with language learning facilities to lower the burgeoning issue of students' language learning demotivation.

The present study provides empirical evidence regarding the interaction of resilience and personality with demotivation in the Pakistani context and contributes to the sparse existing knowledge on this issue. Additionally, the present study also establishes the knowledge that despite experiencing demotivation, language learners can regain language learning motivation through their resilience as well as behavioral patterns (i.e. being conscientious and open).

Coworker relationships are important in every organization and especially in higher educational institutions (HEIs); however, ostracism is one of the factors that deteriorate these relationships. This study aims to analyse the impact of coworker ostracism on coworker directed knowledge hiding through the mediating role of relational identification and the moderating role of perceived harming intention.

A total of 241 teaching faculty members working in HEIs of Lahore were surveyed. By using the bootstrapping technique, mediation and moderated mediation analysis was conducted via PROCESS models 4 and 7.

The results concluded that perceived harming intention moderates the indirect relationship between coworker ostracism and coworker-directed knowledge hiding through relational identification with coworkers. Such that when more harmful intention is perceived the impact of coworker ostracism on coworker-directed knowledge hiding through reduced relational identification would be stronger.

This study offers managerial implications for HEIs management and faculty for reducing coworker ostracism, improving relational identification and training about attribution techniques to minimize the impact of ostracism on knowledge hiding.

This study has complimented and augmented the research strand of ostracism and knowledge hiding research from emphasizing lateral workplace relationships. Intertwining the Conservation of Resources Theory with Attribution theory a novel insight into the above-stated association is illuminated through the mediating role of relational capital and moderating role of perceived harming intention.

Drawing on conservation of resources (COR) theory, this paper aims to explore the effect of perceived organizational injustice (POI) on organizational performance (OPE) indirectly through knowledge hiding (KH). Moreover, this paper examines the boundary effects of perceived organizational politics (POP) and moral disengagement (MDS).

We employed a time-lag approach to collect data from 244 employees in Pakistani private hospitals. SmartPLS v. 4.4 was run to check the outer model. For testing the moderated-mediation model as an inner model, PROCESS v.4 was applied.

POI negatively and indirectly influenced OPE through KH, whereas high levels of POP and MDS may result in a stronger POI–KH linkage.

This paper adds to the literature related to COR that has been utilized to explain employee behaviors in the hospital context, where the antecedents of OPE were primarily the subject of empirical investigation.

The purpose of this study is to conduct a comprehensive bibliometric analysis of workplace incivility research spanning from 1999 to 2023, examining publication trends, intellectual structure, and global collaboration patterns to synthesize fragmented knowledge and identify future research directions.

This study used the Bibliometrix R-package to analyze 1,322 publications from Scopus and Web of Science databases. It used descriptive analysis and network analysis to examine the field’s evolution.

The analysis revealed significant growth in workplace incivility research, particularly after 2008. Key themes included customer incivility, emotional exhaustion and job satisfaction. The USA led in research output, with strong international collaborations. The intellectual structure comprised four main clusters, reflecting the field’s multidisciplinary nature.

Limitations included potential bias toward English-language publications and reliance on citation metrics. This study highlighted opportunities for more diverse international collaborations and suggested focusing on long-term effects, evidence-based interventions and technology-mediated incivility in future research.

This study provides a comprehensive bibliometric analysis of workplace incivility research from two major databases (Scopus and Web of Science), offering a holistic view of the field’s development and identifying critical knowledge gaps to inform future research directions.

This paper aims to investigate the direct relationship between person-related workplace bullying and dimensions of knowledge hiding. In addition, this study also intends to explore how relational psychological contract breach (RPCB) mediates bulling and knowledge hiding.

This study has used a survey-based research design to collect the data. The data were collected in three-time lags from 494 individuals working in IT-based firms (software houses) located in Pakistan. The data were analyzed through the variance-based structural equation modeling technique. For this purpose, the authors used SmartPLS3 software.

This study revealed that person-related workplace bullying impacts playing dumb and evasive knowledge hiding both directly and indirectly. In addition to this, person-related bullying does not affect rationalized knowledge hiding. This study also found that RPCB mediates the relationship between person-related bullying and knowledge hiding dimensions.

This study offers important implications for IT firms, including software houses. The findings imply that organizations should discourage person-related workplace bullying to reduce employees’ intention to engage in knowledge-hiding behavior. Moreover, the management of these firms should develop a culture of interpersonal trust among employees so that they can care for the relational psychological contract.

This study is amongst the few types of research that has investigated the impact of person-related bullying on different forms of knowledge hiding behavior through the mediating role of RPCB.

The study adopts the conservation of resources (COR) theory for providing a better theoretical understanding of punitive supervision as an antecedent of employees’ minor deviant behaviors (namely, employee time theft and knowledge hiding) via creating cognitive mechanisms (employees’ perceived incivility). The purpose of this paper is to examine the moderating role of employees’ RESILIENCY on employees’ ability to buffer the impacts of punitive supervision.

Data was gathered from 265 frontline hospitality employees in Pakistan. A survey was administered in person to establish trust and rapport with employees and so, collect reliable data.

The findings confirmed a direct and mediated impact of punitive supervision on employee minor deviant behaviors via creating perceived incivility. The moderating role of employees’ resiliency was also confirmed, as the employees’ resiliency helped them mitigate the impact of punitive supervision on perceived incivility.

Data was collected from employees’ perceptions working in one industry and cultural setting. As employees’ perceptions (influenced by their cultural background) significantly affect their interpretations and reactions to punitive behavior, future research should validate and refine the findings by collecting data from a wider and diversified cultural and industry setting.

The findings provide theoretical explanatory power of the drivers and the contextual factors leading to minor employee deviant behaviors. The findings guide managers on how to develop pro-active and re-active strategies for deterring the occurrence and eliminating the consequences of punitive supervision.

This study contributes to the literature in multiple ways. It identifies and validates punitive supervision as an antecedent of Deviant Work Behavior (DWB). It provides a theoretical underpinning for explaining how punitive supervision spurs cognitive mechanisms, which in turn drive DWB. It also studies the nexus between destructive supervision and its outcomes in its entirety by studying the mediated and the moderating impacts of punitive supervision and perceived incivility, respectively.

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

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.

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.

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.

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.

The purpose of this paper is to systematically review knowledge hiding (KH) behavior in higher education institutions (HEIs). KH is regarded as an unethical and antisocial behavior by many scholars, which should not be prevalent in HEIs.

A two-phase analysis through quantitative scientometric analysis and qualitative systematic literature review method through the preferred reporting items for systematic reviews and meta-analyses (PRISMA) model was applied. In phase 1,174 articles were analyzed using the VOSviewer through co-word and co-citation analyses. In Phase 2, 20 related studies on KH in HEIs were qualitatively analyzed on the fundamental concept of KH. The main themes were determined based on current research findings, through the identification of relevant gaps in the context of higher education.

In Phase 1, co-word and co-citation analyses resulted in six and three clusters, respectively. Subsequently, in Phase 2, five themes were discovered: terminology of KH, scale of KH, cultural and geographical context, KH among academics and students and relevant theories. Further, discussion on the institutional factors of individuals, organizations, technology and culture is presented.

This review lays out a practical guide to facilitate HEIs in managing KH behavior among academics, employees, and students. Strategies can be planned and implemented to foster and inculcate knowledge sharing behavior to circulate knowledge while at the same time diminishing KH behavior in HEIs.

To the best of the author’s knowledge, this study is the first to review KH behavior in the context of HEIs through quantitative and qualitative analysis.

The purpose of the study is to investigate the relationship between workplace incivility (WIN) and ineffectual employee silence (IES) through rationalized knowledge-hiding (RKH) and regulation of emotion, drawing on the conservation of resources (COR) and social exchange theory (SET).

The study employed a cross-sectional design and used the partial least squares (PLS)-structural equational modeling (SEM) algorithm to test the reliability, validity of the measurement and hypotheses using a sample of 252 information technology (IT) professionals.

The results demonstrate that experienced WIN and RKH behavior significantly exacerbate IES. On the other side, the regulation of emotion decreases the negative influence of WIN and aids in the reduction of IES.

The study suggests that organizations should take appropriate measures to alleviate WIN, which might prevent concealing information/knowledge, IES and encourage employees to practice regulation of emotion.

The study significantly contributes to the relationship between uncivil behavior and ES and expands the knowledge on the mediating roles of RKH and regulation of emotion.

This study aims to explore the mediating role played by the contradictory behaviour of knowledge sharing and knowledge hiding in the relationship between paradoxical leadership and employee creativity.

A survey was conducted with 276 employees working in information technology firms in India. “To assess the relationship between the constructs, single and parallel mediation analysis of structural equation modelling (SEM) and confirmatory factor analysis (CFA) have been performed”.

This study found that paradoxical leadership is significantly associated with employee creativity. Besides, it has also been found that knowledge sharing has emerged as a mediator that explains the relationship between paradoxical leadership and creativity, while knowledge hiding has not been a mediator to explain the relationship between paradoxical leadership and creativity among employees. According to the study, it was found that discouraging knowledge-hiding behaviour can increase employee knowledge sharing, which in turn fosters employee creativity.

Research has examined the relationship between paradoxical leadership and employee creativity in this paradigm, as well as the roles of knowledge sharing and knowledge hiding as mediators.

The results of this study will help top management to create strategies for enhancing the relationship between a leader and their subordinates by using effective knowledge management strategies that foster employee creativity. Employee creativity would be facilitated effectively by the paradoxical leader who regulates knowledge-hiding behaviour among employees and promotes knowledge-sharing behaviour.

This study addresses the gap in prior research by investigating the role of paradoxical leadership in managing the contradictory behaviours of knowledge sharing and hiding and their impact on employee creativity. As the motivation for knowledge sharing and hiding are inherently distinct, leaders with paradoxical qualities foster a culture of openness and trust to encourage knowledge-sharing while discouraging knowledge-hiding behaviour. By controlling knowledge-hiding behavior empowers employees to make meaningful contributions to the organization’s success through effective collaboration and teamwork, allowing for a more innovative and creative workplace. Because preventing knowledge-hiding behaviour is a means to promote knowledge sharing and ultimately foster creativity in an organisation. Overall, this paper offers unique insights into the intricate dynamics of knowledge management and provides valuable recommendations for leaders managing employees exhibiting contradictory behaviours in the workplace.