| 人际不信任、消极情感与知识隐藏行为研究 |
| |
| 引用本文： | 赵红丹,夏青.人际不信任、消极情感与知识隐藏行为研究[J].科研管理,2019,40(8):274-292. |
| |
| 作者姓名： | 赵红丹 夏青 |
| |
| 作者单位： | 1上海大学管理学院，上海200444；;
2同济大学经济与管理学院，上海200092 |
| |
| 摘 要： | 人际不信任作为判断人际关系质量的重要标准会导致知识隐藏，但至今鲜有研究探讨二者之间的内在机制，削弱了实践指导性。依据情感事件理论和心理所有权理论，重点关注消极情感在人际不信任影响员工知识隐藏行为过程中的中介作用，以及员工知识心理所有权在上述关系中的调节作用。通过对324个样本的层级回归分析发现：（1）消极情感部分中介人际不信任对员工知识隐藏行为的影响；（2）知识心理所有权不仅对消极情感与知识隐藏行为之间的关系具有显著的调节作用，而且显著调节人际不信任通过消极情感影响员工知识隐藏行为的中介作用，表现为员工的知识心理所有权水平越高，消极情感在人际不信任和员工知识隐藏行为关系间的中介作用越弱。
|
| 收稿时间： | 2016-05-09 |
Interpersonal distrust,negative affect and employees’ knowledge hiding behaviors: The moderating role of knowledge-based psychological ownership |
| |
| Zhao Hongdan,Xia Qing.Interpersonal distrust,negative affect and employees’ knowledge hiding behaviors: The moderating role of knowledge-based psychological ownership[J].Science Research Management,2019,40(8):274-292. |
| |
| Authors: | Zhao Hongdan Xia Qing |
| |
| Institution: | 1. School of Management, Shanghai University, Shanghai 200444, China;
2. School of Economics and Management,Tongji University, Shanghai 200092, China |
| |
| Abstract: | With the arrival of knowledge economy era, knowledge management and organizational learning have become critically important for the contemporary organizations. Successful knowledge management and organizational learning advocate effective knowledge transfer within organizations and depend heavily on employee behavior. However, the organization cannot force employees to share their own knowledge with other workers because of organizations’ failure to have the ownership of employees’ intellectual assets such as ideas and expertise. Despite the very efforts of the organization to promote knowledge transfer within the organization and to enhance knowledge sharing among employees, the effects are very limited. Employees are reluctant to transfer and share their knowledge with other organization members even being encouraged and rewarded. Under such circumstance, scholars and practitioners suggest that it is crucial to think over the possible factors resulting in the limited effects of enhancing knowledge transfer and sharing, which contributes to investigating a novel construct, knowledge hiding. Knowledge hiding is not the simple absence of knowledge sharing. Knowledge sharing is the “act of making knowledge available to others within the organization” and “involves some conscious action on the part of the individual who possesses the knowledge”. The absence of knowledge sharing, which is also named as a lack of knowledge sharing, does not include the intentional attempt to withhold the requested knowledge. That is to say, a lack of knowledge sharing suggests that the knowledge requested one is willing to share knowledge to the knowledge requester, but finally failed to only because of his/her inability of sharing the requested knowledge. Knowledge hiding, however, is the personal intentional attempt to withhold or conceal the task-related information, ideas or expertise that being requested. Bargaining power and competitiveness may be the two of motivations behind knowledge hiding, while the absence of knowledge will never be one of the motivations of individuals’ hiding knowledge. Strategies for individuals to intentionally hide knowledge when facing knowledge request include evasive hiding (e.g., offering some other information instead of the exact wanted), playing dumb (e.g., pretending not to know what he/she is talking about), and rationalized hiding (e.g., explaining the knowledge requested cannot be provided). Deceptions are involved both in evasive hiding and playing dumb, while not necessarily in rationalized hiding. That is to say, knowledge hiding is not always deceptive, especially for rationalized hiding, which may help keep confidential. Despite the possible positive outcomes, knowledge hiding, largely not only means employees’ less contributions to organization knowledge, but also is detrimental to individual- and organizational- innovation and performance. Meanwhile, previous studies have demonstrated that knowledge hiding hurts interpersonal relationship and triggers personal retaliations such as future knowledge hiding and counterproductive workplace behaviors. Thus, it is crucial to identifying factors contribute to knowledge hiding to better understand the reasons for failing to enhance knowledge transfer within organizations. Scholars demonstrate that the nature of interpersonal relationship is the key factor that will affect individual behaviors. As an important criterion for judging the quality of interpersonal relationships, interpersonal distrust can be the acceptability of any behaviors. Specifically, interpersonal distrust will affect any behaviors (i.e., knowledge hiding). Previous studies have also examined that interpersonal distrust is positively related to knowledge hiding. However, so far there has been little research to explore the intrinsic mechanisms between interpersonal distrust and knowledge hiding and weakened the practical guidance. Moreover, affective events theory predicts that specific features of work may trigger positive or negative work events, which have an impact on the arousal of emotions and moods at work that, in turn, co-determine the attitudes, well-being, and behaviors of employees. Does interpersonal distrust act as a negative work event to impact on the arousal of negative affect, which in turn has a specific influence on their knowledge hiding behaviors? And is there any boundary conditions will have impact on the process? Integrating affective events theory and psychological ownership theory, this paper connected interpersonal distrust, negative affect, knowledge hiding, and knowledge-based psychological ownership, focused on the mediating role of negative affect underpinning the relationship between interpersonal distrust and knowledge hiding, and the moderating role of knowledge-based psychological ownership in influencing the mediation.The research process was as follows. Firstly, theoretical framework and research hypotheses were constructed through affect event theory and psychological ownership theory together. Secondly, designed the longitudinal research with three stage and the time lag is around two months, and collected data from a large Chinese diversified company with the assistance of the human resource department manager, and got 324 valid questionnaires (63.405% response rate, 51.543% in male). Thirdly, through reliability and validity analysis, common method deviation analysis, hierarchical regression analysis, Sobel test, and bootstrapping using AMOS and SPSS, tested the influence mechanism of interpersonal distrust on employee knowledge hiding behaviors.The results showed that: (1) negative affect partially mediates the positive relationship between interpersonal distrust and knowledge hiding; (2) knowledge-based psychological ownership moderates the relationship between negative affect and employee knowledge hiding behaviors so that, knowledge-based psychological ownership will weaken the link between negative affect and employee knowledge hiding behaviors; (3) knowledge-based psychological ownership weakens the indirect relationship between interpersonal distrust and knowledge hiding via negative affect, such that the mediated relationship is weaker under high knowledge-based psychological ownership than under low knowledge-based psychological ownership.According to the results of the research, this paper draw conclusions that interpersonal distrust can act as a negative work event to impact on the arousal of employee negative affect, which in turn has a positive influence on their knowledge hiding behaviors, and the above relationships will be affected by employees’ knowledge-based psychological ownership. The research conclusions also have practical implications, which provide theoretical guidance for organizations to effectively intervene employee knowledge hiding behaviors through helping build interpersonal trust among workers, paying attention to employee emotion, and boosting employees’ collective identities that helps them own knowledge as “ours.” Based on the present paper, some meaningful follow-up studies can be carried out such as investigating other possible factors from dyadic or/and group interaction (i.e., interpersonal communication and workplace friendship) perspective and other possible mechanism and boundary conditions (i.e., team identification, network centralization and network density) between interpersonal interaction and knowledge hiding, and applying other research designs (e.g., experimental design). |
| |
| Keywords: | |
|
| 点击此处可从《科研管理》浏览原始摘要信息 |
| 点击此处可从《科研管理》下载免费的PDF全文 |
|
