When and how abusive supervision leads to knowledge hiding behaviors

By M. Khalid, Sajid Bashir, A. A. Khan, Nida Abbas. Leadership & Organization Development Journal, 2018

225 citations recorded by the source corpus.

Purpose The purpose of this paper is to examine the association between abusive supervision and knowledge hiding behaviors. The authors further investigate how abusive supervision is linked with knowledge hiding behaviors, and why some subordinates, unlike others, tend to engage in more knowledge hiding behaviors in response to abusive supervision. The authors propose that interpersonal justice mediates the relationship between abusive supervision and knowledge hiding behaviors, and that Islamic work ethics (IWE) weaken the hypothesized relationship between abusive supervision and knowledge hiding behaviors. Design/methodology/approach The data were gathered in three time lags from 224 respondents working in the hospitality industry of Pakistan. Findings The results reveal that the abusive supervision is positively associated with a knowledge hiding behaviors. This relationship is mediated by perceptions of interpersonal justice, but the IWE moderated this relationship such that in the presence of high levels of IWE, the impact of abusive supervision on knowledge hiding behaviors is weak. Practical implications Employees’ values and beliefs can serve as a safeguard against reactions to abusive supervision. The impact of abusive supervision on employees’ behaviors may be minimized by building their ethical values around Islamic principles. Originality/value To the best of the knowledge, this is the first study to examine the relationship between abusive supervision and knowledge hiding behaviors. The authors integrate displaced aggression and social exchange theory with the IWE literature to offer new insights in-to the mechanisms and boundary conditions associated with the relationship between abusive supervision and knowledge hiding behaviors.

Subfields: Communication, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2ccecabe335eff69d1822ce836235e027a574544

How researchers see this paper

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

In Communication

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Impact Of Islamic Work Ethics, Competencies, Compensation, Work Culture On Job Satisfaction And Employee Performance: The Case Of Four Star Hotels (2020, background): “A professional work ethic is a set of positive work behavior that is rooted in a thick awareness, fundamental beliefs, and total commitment to an integral work paradigm [26].”
Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms (2020, methodology): “The recent research stream has shown the role of certain leadership style (e.g., abusive leadership in shaping KH behaviour either directly or indirectly; Feng & Wang, 2019; Khalid et al., 2018).”
Examining the impact of abusive supervision on employees’ psychological wellbeing and turnover intention: The mediating role of intrinsic motivation (2020, background): “In past researches led in the field of Abusive Supervision in Pakistani service, the sector has discovered confirmations of the existence of this supervision style (e.g. Khalid et al., 2018; Khan et al., 2017, 2018).”
The knowledge hiding link: a moderated mediation model of how abusive supervision affects employee creativity (2019, background): “Positive organizational context factors, such as Islamic work ethics (IWE) (Khalid et al., 2018) and an ethical organizational climate (Ning & Zhaoyi, 2017), might also prevent the frustration experienced by the perception of hostile supervisory behaviour from hurting employees’ creativity.”
Be smart, play dumb? A transactional perspective on day-specific knowledge hiding, interpersonal conflict, and psychological strain (2021, background): “, Chiaburu and Harrison, 2008) or to exchange knowledge (Chen, 2011), and high overall, generalized knowledge hiding (Jahanzeb et al., 2019; Khalid et al., 2018).”