Knowledge management behavior and individual creativity: Goal orientations as antecedents and in‐group social status as moderating contingency

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Respectful leadership and followers’ knowledge sharing: A social mindfulness lens (2020, background): “Knowledge sharing enables others to access and use previously personalized knowledge and thus provides leeway to claim the associated benefits, such as status and reputation (Rhee and Choi, 2017).”
Different motivations for knowledge sharing and hiding: The role of motivating work design (2019, background): “…(which is related to intrinsic motivation) than when they are doing it for rewards or when they are performance oriented (close to external regulation, defined below; Llopis & Foss, 2016; Lou, Fang, Lin, & Peng, 2013; Poortvliet, Janssen, Van Yperen, & Van de Vliert, 2007; Rhee & Choi, 2016).”
Consequences of knowledge hiding: The differential compensatory effects of guilt and shame (2018, background): “…perpetrators can suffer because they get excluded from other employees’ knowledge flows and cannot benefit from the divergent perspectives of coworkers for their own idea generation and refinement (Bogilović, Černe, & Škerlavaj, 2017; Černe, Nerstad, Dysvik, & Škerlavaj, 2014; Rhee & Choi, 2017).”