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Leader–member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader–member exchange

Published on Sep 1, 2019in Journal of Organizational Behavior
· DOI :10.1002/job.2359
Hongdan Zhao1
Estimated H-index: 1
(SHU: Shanghai University),
Weiwei Liu1
Estimated H-index: 1
(SHU: Shanghai University)
+ 1 AuthorsXiaoyu Yu1
Estimated H-index: 1
(SHU: Shanghai University)
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Abstract
  • References (52)
  • Citations (1)
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References52
Newest
#1Jatinder Kumar Jha (XLRI- Xavier School of Management)H-Index: 2
#2Biju Varkkey (IIMA: Indian Institute of Management Ahmedabad)H-Index: 3
Knowledge is considered as a strategic asset for the organizations, especially for knowledge-intensive firms. Research and development (RD however, it prevails in the organization and has potential to influence various individual- and organizational-level outcomes. In addition, ways of hiding knowledge used by employees were identified and new forms of strategies named “counter-questioning” were found.
14 CitationsSource
#1Sabina Bogilović (University of Ljubljana)H-Index: 2
#2Matej Černe (University of Ljubljana)H-Index: 13
Last. Miha Škerlavaj (BI Norwegian Business School)H-Index: 19
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ABSTRACTCulturally diverse colleagues can be valuable sources for stimulating creativity at work, yet only if they decide to share their knowledge. Drawing on the social exchange theory, we propose that cross-cultural interactions among individuals from different national backgrounds can act as a salient contingency in the relationship between knowledge hiding and creativity (individual and team). We further suggest, based on the social categorization theory (e.g., the categorization process of ...
23 CitationsSource
#2Norani NordinH-Index: 6
Last. H. M. BelalH-Index: 3
view all 3 authors...
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#1Matej Černe (University of Ljubljana)H-Index: 13
#2Tomislav Hernaus (University of Zagreb)H-Index: 10
Last. Miha Škerlavaj (BI Norwegian Business School)H-Index: 19
view all 4 authors...
This study investigates the multilevel interplay among team-level, job-related, and individual characteristics in stimulating employees' innovative work behavior (IWB) based on the theoretical frameworks of achievement goal theory (AGT) and job characteristics theory (JCT). A multilevel two-source study of 240 employees and their 34 direct supervisors in two medium-sized Slovenian companies revealed significant two- and three-way interactions, where a mastery climate, task interdependence, and d...
30 CitationsSource
Purpose The purpose of this paper is to explore the curvilinear relationship between workplace ostracism (supervisor ostracism and co-worker ostracism) and knowledge hoarding by using the conservation of resources theory. In addition, the paper predicts one possible situational context (political skill) that may influence employees’ reaction to ostracism. Design/methodology/approach Using a two-wave research design, the authors collected data from 240 samples in a Chinese diversified company. Hi...
15 CitationsSource
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Purpose This paper aims to explore antecedents and consequences of intra-organizational knowledge hiding. Design/methodology/approach A model was developed and tested with data collected from 691 knowledge workers from 15 North American credit unions. Findings Knowledge hiding and knowledge sharing belong to unique yet possibly overlapping constructs. Individual employees believe that they engage in knowledge hiding to a lesser degree than their co-workers. The availability of knowledge manageme...
44 CitationsSource
#1Hongdan Zhao (SHU: Shanghai University)H-Index: 3
#2Qing Xia (SHU: Shanghai University)H-Index: 1
Last. Pei Wan (NU: Nanjing University)H-Index: 1
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Abstract As a pervasive workplace phenomenon in service organizations, knowledge hiding can cause serious economic losses to companies. This study seeks to identify a new interpersonal antecedent of knowledge hiding, specifically workplace ostracism. We further focus on the moderating roles of negative reciprocity beliefs and moral disengagement in the relationship between workplace ostracism and knowledge hiding in service organizations. Using a time-lagged research design, we collected data fr...
25 CitationsSource
#1Robin Martin (University of Manchester)H-Index: 31
#2Yves R.F. Guillaume (Aston University)H-Index: 10
Last. Olga Epitropaki (ALBA Graduate Business School)H-Index: 20
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This paper reports a meta-analysis that examines the relationship between leader–member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ = ‒.24). Of note, there was a positive relationship...
147 CitationsSource
#1Jeremy B. Bernerth (LSU: Louisiana State University)H-Index: 18
#2Herman Aguinis (IU: Indiana University)H-Index: 56
The use of control variables plays a central role in organizational research due to practical difficulties associated with the implementation of experimental and quasi-experimental designs. As such, we conducted an in-depth review and content analysis of what variables, and why such variables are controlled for, in 10 of the most popular research domains (task performance, organizational citizenship behaviors, turnover, job satisfaction, organizational commitment, employee burnout, personality, ...
250 CitationsSource
Cited By1
Newest
Abstract It is widely acknowledged that knowledge hiding persists and has detrimental effects in service organizations. With organizations increasingly becoming team based, understanding the interactions between supervisor and team members especially how team- and individual-level empowering leadership behaviors influence followers’ knowledge hiding is important. Using data on 527 followers from 60 departments in 19 Chinese hotels, the study proposes a multilevel model to examine the manifestati...
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#1Muhammad Rasyid Abdillah (Dayeh University)
#2Weishen Wu (Dayeh University)
Last. Rizqa Anita (Dayeh University)
view all 3 authors...
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#1Florian OffergeltH-Index: 1
#2Matthias SpörrleH-Index: 12
Last. Klaus Moser (FAU: University of Erlangen-Nuremberg)H-Index: 17
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#1Sadia JahanzebH-Index: 3
#2D. deClercqH-Index: 37
Last. Tasneem FatimaH-Index: 4
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#1Zhu YaoH-Index: 1
#2Xianchun ZhangH-Index: 1
Last. Hui Huang
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Workplace bullying is a common negative event suffered by employees in the workplace. The harm it brings to the organization has become the focus of the field of organizational behavior. The purpose of this study was to explore whether workplace bullying has an impact on employee knowledge hiding and to discover the underlying mechanism between the two.,Based on the conservation of resource theory and the cognitive-affective personality system theory, this paper surveys 327RD emotional exhaustio...
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Abstract This study integrates protection motivation theory and theory of reasoned action to investigate knowledge withholding in cyberspace, which is a highly prevalent counterproductive knowledge behavior but has received limited attention. The research model was tested with 386 valid online survey responses among Chinese Internet users. The results indicate that both threat appraisal (perceived severity, perceived susceptibility) and coping appraisal (response efficacy, self-efficacy) are pos...
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#1Ryan K. Gottfredson (CSUF: California State University, Fullerton)H-Index: 12
#2Sarah Wright (Cant.: University of Canterbury)H-Index: 10
Last. Emily D. Heaphy (UMass: University of Massachusetts Amherst)H-Index: 1
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Abstract Nearly all of the scholarship in the area of leader-follower relationships hinges on one construct: Leader-Member Exchange (LMX). Given the central role of this construct in leadership and organizational studies, it is critical that LMX be clearly understood and both measured and analyzed in a valid manner. This critique identifies systemic conceptual (e.g., unclear definition and unclear nomological net), measurement (e.g., measures that do not capture LMX's theoretical foundations and...
1 CitationsSource
#1Catherine E. Connelly (McMaster University)H-Index: 19
#2Matej Černe (University of Ljubljana)H-Index: 13
Last. Miha Škerlavaj (BI Norwegian Business School)H-Index: 19
view all 4 authors...
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