How perpetrators and targets construe knowledge hiding in organizations

By Catherine E. Connelly, David Zweig. 2015

457 citations recorded by the source corpus.

Subfields: Communication, Demography, Information Systems and Management

View Paper: https://www.semanticscholar.org/paper/78440f04182e5cb914340d1ed42e9009908737be

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Citations in the corpus

The role of multilevel synergistic interplay among team mastery climate, knowledge hiding, and job characteristics in stimulating innovative work behavior (2017, background): “Furthermore, knowledge hiding must be, by definition, self-reported, because it involves ambiguous and socially undesirable behaviors that are not always visible and therefore not easily captured objectively (e.g., Connelly and Zweig, 2015).”
Different motivations for knowledge sharing and hiding: The role of motivating work design (2019, background): “For example, Connelly and Zweig (2015) demonstrated that when colleagues engage in one or more of the three forms of knowledge hiding, others become less likely to share with them in the future, possibly damaging work relationships in a way that could cause organizational inefficiency.”
Ethical leadership and knowledge hiding: an intervening and interactional analysis (2020, background): “However, the lack of knowledge sharing takes place without specific prompting to provide knowledge, and thus, it may not be motivated by anti-social drives (Connelly & Zweig, 2015; Škerlavaj et al., 2018).”
Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate (2019, background): “In line with these results, Connelly and Zweig (2015) concluded that because rationalized hiders are gratifying their duties, therefore, victims of rationalized hiding might be interested to maintain the social ties with the perpetrator with an end goal to evade future dismissal.”
Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms (2020, background): “Future studies may consider other functions or factors, such as workplace friendship functions (Connelly & Zweig, 2015).”
Hiding behind a mask? Cultural intelligence, knowledge hiding, and individual and team creativity (2017, background): “Recent research (Černe et al., 2014; Connelly & Zweig, 2015; Connelly et al., 2012) suggests that examining only the prosocial or positive knowledge-sharing behaviour of employees is insufficient as not all employees are motivated to share their knowledge.”