Territoriality, task performance, and workplace deviance: Empirical evidence on role of knowledge hiding

By Sanjay Kumar Singh. Journal of business research, 2019

329 citations recorded by the source corpus.

Abstract Why and when people share their knowledge has received enough academic attention, while little attention devoted to why and when people hide knowledge at workplace. Drawing on the social exchange theory, the norms of reciprocity, and the psychological ownership theory, this study examines how territoriality directly and under the indirect influence of knowledge hiding affect task performance and workplace deviance in organization. The study of 198 triads (ie., the team leader, the team leader's subordinate, and team leader's supervisor) reveals that territoriality and knowledge hiding have negative effect on task performance but positive influence on workplace deviance (ie., interpersonal and organizational deviance). Another contribution of the study is that knowledge hiding negatively mediates the influence of territoriality on task performance and workplace deviance. Implications for theory, practice and future research have been discussed.

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

View Paper: https://www.semanticscholar.org/paper/c40e0454c0bcd1785adcb4f26bb4a8b1d003529f

How researchers see this paper

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In Communication

1. Muhammad Rasyid Abdillah
2. Rizqa Anita
3. Weishen Wu
4. Veronica Scuotto

In Organizational Behavior and Human Resource Management

1. Muhammad Rasyid Abdillah
2. Rizqa Anita
3. Weishen Wu

In Sociology and Political Science

1. Muhammad Rasyid Abdillah
2. Rizqa Anita
3. Weishen Wu
4. Veronica Scuotto

Citations in the corpus

• Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms (2020, background): “Those who are involved in such an action also tend to engage in individual and organisational deviance because they focus on the biases of self-serving (Singh, 2019).”
• The social-psychological approach in understanding knowledge hiding within international R&D teams: An inductive analysis (2019, background): “…knowledge within an organization (Connelly et al., 2012), the effect of time pressure on knowledge hiding (Škerlavaj, et al., 2018), the inflence of territoriality on knowledge hiding (Singh, 2019), and the tendency to hold unique information among team members (Xiao, Zhang, & Basadur, 2016).”