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Impacts of leadership style, organizational design and HRM practices on knowledge hiding: The indirect roles of organizational justice and competitive work environment

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  • Oubrich, Mourad
  • Hakmaoui, Abdelati
  • Benhayoun, Lamiae
  • Solberg Söilen, Klaus
  • Abdulkader, Bisan

Abstract

In this paper, we investigate how Leadership Style, Organizational Design, and HRM practices influence Knowledge Hiding. Organizational Justice and Competitive Work Environment are additionally considered as mediating variables of these impacts. 224 professionals completed an extensive survey with questions corresponding to the hypothesized effects. Based on partial least squares regression to test these hypotheses, this study shows that Leadership Style and Organizational Design mitigate Knowledge Hiding only when Organizational Justice is developed. While HRM practices can also decrease the intention of employees to hide knowledge in cases with high levels of justice, they may induce such behavior in a highly competitive work environment. Hence, this research contributes to knowledge management literature by examining the joint influence on knowledge hiding of organizational factors that genuinely describe an organization’s structure and climate. From a practical standpoint, we recommend that managers establish the right balance between justice and competition to reduce knowledge hiding.

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  • Oubrich, Mourad & Hakmaoui, Abdelati & Benhayoun, Lamiae & Solberg Söilen, Klaus & Abdulkader, Bisan, 2021. "Impacts of leadership style, organizational design and HRM practices on knowledge hiding: The indirect roles of organizational justice and competitive work environment," Journal of Business Research, Elsevier, vol. 137(C), pages 488-499.
    • Handle: RePEc:eee:jbrese:v:137:y:2021:i:c:p:488-499
    DOI: 10.1016/j.jbusres.2021.08.045
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    Cited by:

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    3. Nadir Aliane & Bassam Samir Al-Romeedy & Mohamed Fathy Agina & Perihan A. Mohsen Salah & Rabab Mahmoud Abdallah & Mohamed Abdel Hamed Abdel Fatah & Nourredine Khababa & Hazem Ahmed Khairy, 2023. "How Job Insecurity Affects Innovative Work Behavior in the Hospitality and Tourism Industry? The Roles of Knowledge Hiding Behavior and Team Anti-Citizenship Behavior," Sustainability, MDPI, vol. 15(18), pages 1-22, September.
    4. Yanfang Jin & Shun-Chi Yu, 2022. "The Moderating Effect of Cross-Cultural Psychological Adaptation on Knowledge Hiding and Employee Innovation Performance: Evidence from Multinational Corporations," Sustainability, MDPI, vol. 14(24), pages 1-24, December.
    5. Yang, Fan & Dong, Kailing & Yang, Long & Mardani, Abbas, 2023. "The effect of evasive knowledge hiding on dual innovation behavior under low knowledge potential difference: Hinder or promote?," Journal of Business Research, Elsevier, vol. 161(C).
    6. Shin, Duckjung & Woodwark, Meredith J. & Konrad, Alison M. & Jung, Yongsuhk, 2022. "Innovation strategy, voice practices, employee voice participation, and organizational innovation," Journal of Business Research, Elsevier, vol. 147(C), pages 392-402.
    7. Tan, Chunping & Zhang, Jiayan & Zhang, Yuqi, 2022. "The mechanism of team-member exchange on knowledge hiding under the background of “Guanxi”," Journal of Business Research, Elsevier, vol. 148(C), pages 304-314.

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