Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

By Florian Offergelt, Matthias Spörrle, K. Moser, Jason D. Shaw. Journal of Organizational Behavior, 2019

136 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0f746dc43be1d5b40536a774a94241e514e6edd1

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Hadar Nesher Shoshan
2. Laura Venz

In Organizational Behavior and Human Resource Management

1. Hadar Nesher Shoshan
2. Laura Venz

In Social Psychology

1. Hadar Nesher Shoshan
2. Laura Venz

Citations in the corpus

• Be smart, play dumb? A transactional perspective on day-specific knowledge hiding, interpersonal conflict, and psychological strain (2021, background): “…study contributes to literature that addresses the instrumentality of CWBs (Krischer et al., 2010; Reynolds et al., 2015; Shoss et al., 2016) and complements research that focused on the negative intrapersonal consequences of knowledge hiding (e.g., Burmeister et al., 2019; Offergelt et al., 2019).”