Perceptions of organizational politics, knowledge hiding, and employee creativity: The moderating role of professional commitment

By O. Malik, Asif Shahzad, Muhammad Mustafa Raziq, M. M. Khan, Saquib Yusaf, Arooj Khan. Personality and Individual Differences, 2019

226 citations recorded by the source corpus.

Abstract In this paper, we examine the relationships between perceived organizational politics, knowledge hiding, and employee creativity. In addition, we aim to examine the moderating role of professional commitment in the relationship between perceived organizational politics and knowledge hiding. The sample of the study comprised 316 faculty members and matched supervisors from three large public sector universities in Islamabad, Pakistan. Data were collected using a self-administered questionnaire and hypotheses were tested with linear regressions. We found that perceived organizational politics positively predicts knowledge hiding that, in turn, negatively predicts employee creativity. Further, professional commitment attenuated the positive relationship between perceived organizational politics and knowledge hiding. We contribute to the literature by demonstrating that perceived organizational politics exerts its negative effects on employee creativity directly as well as indirectly through its impact on knowledge hiding behaviors. A number of practical implications are also discussed.

Subfields: Communication, Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/dc208a8ce405da39499f3eacf2fb0ad8a18eb150

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Citations in the corpus

The knowledge hiding link: a moderated mediation model of how abusive supervision affects employee creativity (2019, background): “…deleterious impact of such knowledge hiding on employee creativity (Bogilović, Černe, & Škerlavaj, 2017; Černe, Nerstad, Dysvik, & Škerlavaj, 2014; Malik et al., 2019), we assume a pivotal mediating role of knowledge-hiding behaviour, such that the employee’s selfserving motive associated with…”
Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms (2020, methodology): “They were chosen because previous studies have recognised these types of organisation as usually emphasising knowledge exchange in their workplaces (Hernaus et al., 2019; Khalid et al., 2018; Malik et al., 2019; Rhee & Choi, 2017).”
Understanding knowledge hiding in organizations (2019, background): “Knowledge hiding has been shown to increase in contexts of high distrust and competitiveness (Hernaus, Černe, Connelly, Pološki Vokić, & Škerlavaj, 2018) or perceived organizational politics (Malik et al., 2019).”
The social-psychological approach in understanding knowledge hiding within international R&D teams: An inductive analysis (2019, background): “Examining the impact of knowledge hiding on employee creativity, researchers show a positive relationship between perceived organizational politics and knowledge hiding, moderated by employees’ professional commitments (Malik et al., 2018).”