This paper intends to put forward the role of interpersonal (in)justice among co-workers and their individual expertise as important factors contributing to knowledge hiding…
Abstract
Purpose
This paper intends to put forward the role of interpersonal (in)justice among co-workers and their individual expertise as important factors contributing to knowledge hiding behavior. The paper is written with an intent to explain a conceptual model for practitioners’ benefit. The work is novel and covers the latest construct in the field of knowledge management and human resource management.
Design/methodology/approach
A conceptual framework is elaborated with a brief explanation of the theory that helps explain it. The framework although being novel in itself, the explanation has been drawn from existing literature.
Findings
If the co-workers do not treat each other with dignity and respect, it hampers their relationship. This in turn makes them hide knowledge from each other and at the same time if one of them holds an expertise power over the other, this behavior would be more enhanced. The whole relationship could be explained using social exchange theory. This holds implications for managers, especially when knowledge management is of paramount importance to a company for its sustenance.
Practical implications
This work provides new insights into knowledge hiding behavior by employees. Certain ways to reduce this behavior are proposed.
Originality/value
This paper is the one of the few written with an intent to bring knowledge hiding and its causes, to executives, in an easy to digest form. The concept is also newly introduced and these factors have not yet been brought up by any other researcher in the field.
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Rahul Sukumaran and Parijat Lanke
Knowledge hiding is a phenomenon in organizations that is commonly observed to be detrimental to the performance of employees. The purpose of this paper is to propose a conceptual…
Abstract
Purpose
Knowledge hiding is a phenomenon in organizations that is commonly observed to be detrimental to the performance of employees. The purpose of this paper is to propose a conceptual framework, which uses social exchange theory and social identity theory to advance an understanding of how climate for innovation can dampen the negative impact of knowledge hiding on performance.
Design/methodology/approach
We have reviewed papers on the concept of knowledge hiding, social identity theory, social exchange theory as well as the literature on climate for innovation, in order to draw the relationships and propose a framework.
Findings
Based on the papers reviewed, this study conceptually advances the understanding that an organizational factor such as “climate for innovation” would prove beneficial to check and reduce knowledge hiding behavior i.e. unhide the knowledge and subsequently improve performance of employees in organizations.
Practical implications
This study proposes climate for innovation, as a factor that would influence the negative impact of knowledge hiding on performance. It is under the control of the managers to create such environment in their teams and the work settings, which would help un-hide the knowledge, and thereby promoting performance at workplace.
Originality/value
This paper contributes to the literature on knowledge hiding as well as the climate for innovation. This is the first work to propose an interaction of climate of innovation with knowledge hiding behavior and their overall impact on performance. The framework is explained in a simple term, to bridge the gap between academics and practitioner world.
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The purpose of this paper is twofold, first is to conceptualize the role of “psychological danger” and the consequent “interpersonal distrust” as the cause of knowledge hiding in…
Abstract
Purpose
The purpose of this paper is twofold, first is to conceptualize the role of “psychological danger” and the consequent “interpersonal distrust” as the cause of knowledge hiding in organizations. Second, it proposes the role of “compassion” training to tackle this challenge to knowledge hiding. Thus, the overall idea contributes to the ongoing conversation on knowledge hiding and provides new insights into tackling the same.
Design/methodology
This paper uses an integrative review technique to conceptualize the proposed relationships for model development. Extant work on knowledge hiding and its antecedents were reviewed to propose the new antecedents and outline how the compassion training may help combat the challenge posed. A theoretical lens of social exchange theory forms the basis for the proposed relationship.
Findings
This study forwards the reasons for knowledge hiding and the ways to tackle it. We observe that “psychological danger” (opposite of psychological safety) might lead to an interpersonal distrust between employees, and this may finally lead to knowledge hiding behavior. This interpersonal transaction leading to hiding behavior could be regulated by the compassion developed in an employee via training.
Originality
Although the research on “knowledge hiding” is progressing, there is still a lack of focus on findings answers to the challenges of the way “knowledge hiding” behavior is triggered. This study is unique in its proposal of an organizational intervention of “compassion” to tackle knowledge hiding.
Research implications
This study proposes a new set of antecedents to the knowledge hiding behavior. It also conceptualizes a moderated mediation model that could be tested in future research. Future studies may employ an intervention-based experimental or longitudinal survey research to study the proposed relationship.
Practical implications
This research takes cognizance of the challenge organizations face due to knowledge hiding behavior and how it degrades the knowledge management systems. It proposes that if employees are provided with compassion training, it may help check the issue of “knowledge hiding.”
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This paper aims to understand the impact of the job switching behavior on different stages of the communities of practice’s life cycle. Job switching has been viewed from both…
Abstract
Purpose
This paper aims to understand the impact of the job switching behavior on different stages of the communities of practice’s life cycle. Job switching has been viewed from both positive and negative point of views, and its impact on certain organizational factors might be found in literature. Job switching/job hopping behavior of an individual might be fueled by socio-economic factors as well as fun, but it has serious implication for the companies. But an understanding of how this new employee might influence the communities of practice, given which stage is the community in, is something that has not been studied yet. This work is an attempt in that direction.
Design/methodology/approach
Using integrative review technique, this paper forwards a conceptual framework based on the literature reviewed and builds a model using an understanding of the nuances of each stage of the life cycle of communities of practice.
Findings
The model proposes the impact of switching on each stage of the life cycle of communities of practice. It is observed that at each stage a new entrant who is a “job hopper” might either help or hinder the progress of a community of practice.
Research limitations/implications
This paper gives a new impetus to the research on communities of practice in contemporary perspective. The model proposed could be tested using data from real communities of practice. This paper limits itself to the proposal of the model and does not engage in testing it.
Practical implications
Organizations and managers may use the model to understand how a new entrant to the organization will complement the existing life cycle phase of the communities of practice within.
Originality/value
The conceptual model proposed is unique in its context of job switching behavior and its effect on communities of practice. Research on communities of practice from this contemporary perspective might bring important research directions in future.
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Abhishek Kumar Totawar, Parijat Lanke and Ranjeet Nambudiri
This study investigates the indirect effect of organizational justice on key job outcomes, namely, job satisfaction (JS) and organizational commitment (OC) through employees’…
Abstract
Purpose
This study investigates the indirect effect of organizational justice on key job outcomes, namely, job satisfaction (JS) and organizational commitment (OC) through employees’ quality of work-life (QWL) and psychological capital (PsyCap) by invoking the social exchange and conservation of resources theories.
Design/methodology/approach
This study used survey method. The data were collected from 440 respondents across two points in time.
Findings
We found support for a direct effect of organizational justice on employees’ satisfaction and commitment and found that QWL and PsyCap mediated the relationship between organizational justice and its outcomes.
Research limitations/implications
The study offers insight into underlying mechanisms governing this relationship by positioning QWL and PsyCap as mediators. The findings contribute to the extant literature, including ratifying that justice perceptions strengthen positive job attitudes of employees.
Practical implications
The study discusses the implications for practice and makes a case for organizations to conduct audits to assess employee fairness perceptions.
Originality/value
This paper explores the underlying relationship between organizational justice and job outcome, and empirically examines the mediation QWL and PsyCap.
Details
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Parijat Lanke, Abhishek Totawar, J. Raghuraman and Palanisamy Saravanan
Mergers and acquisitions (M&As) are common in today's corporate world, yet nearly half of them fail. Among such failed M&As, hostile takeovers cover a large proportion. The…
Abstract
Purpose
Mergers and acquisitions (M&As) are common in today's corporate world, yet nearly half of them fail. Among such failed M&As, hostile takeovers cover a large proportion. The purpose of this paper is to understand the puzzling evidence of a successful hostile takeover amid multiple red flags, including cultural clash. Towards that end, this study explores the case of a recent successful takeover of Mindtree Ltd. by Larsen and Toubro Ltd. and proposes the role of sensemaking and sensegiving and their interaction within the framework of context, employees and leadership.
Design/methodology/approach
This paper uses a secondary data-based case methodology to develop arguments and frameworks. The case study is built on multiple data sources, including newspaper articles, published reports, company data and company reports. This paper also uses public interviews given by the company heads during the process of the takeover. This paper also uses the Corley and Gioia method of qualitative data analysis using thematic coding.
Findings
This paper reports a framework based on a real-world case study. This paper explains that a successful alignment of sensemaking and sensegiving between the acquired firm's employees and new leadership could be an ingredient in managing a hostile takeover. The analysis also revealed eight aggregate dimensions of the data structure based on thematic coding analysis.
Research limitations/implications
The proposed model can be further tested using empirical methods. This paper is limited in its access and analysis of only secondary data.
Practical implications
This paper provides novel implications in terms of sensemaking and sensegiving interaction for managers and executives.
Originality/value
This paper is the first to bring the role of sensemaking and sensegiving into the context of hostile takeovers. This paper would provide a new impetus from an interpretive perspective to research hostile takeovers and give novel insights for managers and executives.