ARTICLE

KNOWLEDGE HIDING AND CREATIVITY IN HIGHER EDUCATION INSTITUTES UNDERSTANDING THE CONTINGENT ROLE OF PERCEIVED SUPERVISORY SUPPORT

  1. HOME
  2. ARTICLE

44 Pages : 341-349

http://dx.doi.org/10.31703/gssr.2019(IV-IV).44      10.31703/gssr.2019(IV-IV).44      Published : Dec 2019

Knowledge Hiding and Creativity in Higher Education Institutes: Understanding the Contingent Role of Perceived Supervisory Support

Abstract

    In higher education institutes, knowledge sharing is part and parcel for the success of the individuals and institutions. However, there are a number of instances where employees are found to be indulged in knowledge hiding. This paper explores this novel construct by targeting permanently faculty of private and semi-private higher education institutes of Pakistan. Theorizing on social learning and exchange theory, this study proposes that employees are indulged in knowledge hiding which sensitizes a reciprocal loop of distrust among colleagues and as a consequence the target is later also reluctant to share the required information. This finally leads to decreasing the creativity of the hider too. Furthermore, it has been proposed that perceived supervisory support can play an important role in decreasing the negative effects of knowledge hiding on the creativity of the hider. Implications and recommendations for future research prospects in the said area are also highlighted

    (1) Hina Samdani
    Senior Assistant Professor,Department of Business Studies,Bahria Business School, Islamabad, Pakistan.
    (2) Bakhtiar Ali
    Professor,Department of Business Studies, Bahria Business School, Islamabad, Pakistan.
    (3) Nida Kamal
    Senior Lecturer, Department of Business Studies, Bahria Business School, Islamabad, Pakistan.
Fulltext PDF

References

  • Babič, K., Černe, M., Connelly, C., Dysvik, A. and Å kerlavaj, M. (2019). Are we in this together? Knowledge hiding in teams, collective prosocial motivation and leader-member exchange. Journal of Knowledge Management. https://doi.org/10.1108/JKM-12-2018-0734
  • Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory: Englewood Cliffs, NJ, US: Prentice-Hall, Inc.
  • Bartol, K. M., & Srivastava, A. (2002). Encouraging knowledge sharing: The role of organizational reward systems. Journal of Leadership and Organizational Studies, 9: 64-76.
  • Blau, P. M. (1964). Exchange and power in social life. New York: Wiley
  • Bock, G. W., Zmud, R. W., Kim, Y. G., & Lee, J. N. (2005). Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social-psychological forces, and organizational climate. MIS Quarterly, 29, 87-111.
  • Bogilović, S., Černe, M., & Å kerlavaj, M. (2017). Hiding behind a mask? Cultural intelligence, knowledge hiding, and individual and team creativity. European Journal of Work and Organizational Psychology, 26 (5), 710-723.
  • Cabrera, A., & Cabrera, F. (2002). Knowledge-sharing dilemmas. Organization Studies, 23, 687-710.
  • Cerne, M., Nerstad, C. G. L., Dysvik, A., & Å kerlavaj, M. (2014). What goes around comes around: Knowledge hiding and perceived motivational climate. Academy of Management Journal, 57, 172-192.
  • Connelly, C. E., Zweig, D., Webster, J., & Trougakos, J. P. (2012).Knowledge hiding in organizations. Journal of Organizational Behavior, 33, 64-88.
  • Connelly, C. E., & Zweig, D. (2015). How perpetrators and targets construe knowledge hiding in organizations. European Journal of Work and Organizational Psychology, 24 (3), 479-489.
  • Davenport, T. H., & Prusak, L. (1997). Information ecology: Mastering the information and knowledge environment. Oxford, UK: Oxford University Press.
  • Eisenberger, R., Cummings, J., Armeli, S., & Lynch, P. (1997). Perceived organizational support, discretionary treatment, and job satisfaction. Journal of Applied Psychology, 82, 812-820
  • Eisenberger, R., Rhoades, L., & Armeli, S. (2001). Affective commitment to the organization. The contribution of perceived organizational support. Journal of Applied Psychology, 86, 825-836.
  • Fong, P., Men, C., Luo, J. & Jia, R. (2018). Knowledge hiding and team creativity: the contingent role of task interdependence. Management Decision, 56 (2), 329-343.
  • Gagne, M. (2009). A model of knowledge sharing motivation. Human Resource Management, 48, 571-589.
  • Gouldner, A. W. (1960). The norm of reciprocity. American Sociological Review, 25, 161-178.
  • Greenberg, J., Brinsfield, C. T., & Edwards, M. S. (2007). Silence as deviant work behavior: The peril of words unspoken. Symposium presented at the annual meeting of the Society for Industrial and Organizational Psychology, New York, NY.
  • Grovier, T. (1994). An epistemology of trust. International Journal of Moral and Social Studies, 8, 155-174.
  • Kottke, J. L., & Sharafinski, C. E. (1988). Measuring perceived supervisory and organizational support. Educational and Psychological Measurement, 48, 1075-1079.
  • Kuvaas, B., Buch, R., & Dysvik, A. (2012). Perceived training intensity and knowledge sharing: Sharing for intrinsic and prosocial reasons. Human Resource Management, 51, 167-187.
  • Lewicki, R., Tomlinson, E. and Gillespie, N. (2006). Models of Interpersonal Trust Development: Theoretical Approaches, Empirical Evidence, and Future Directions. Journal of Management, 32, 991-1017.
  • Lucas, Robert E. (1972). Expectations and the Neutrality of Money. Journal of Economic Theory 4, 103-124.
  • Marija Vucic & Lucy E. Bolton (2019). Turning ideas into actions! How research on identity, psychological resources, and leadership support can inform career coaching: An International Journal of Theory, Research and Practice, 12:2, 162-178
  • Min, H. (2018). The Reconceptualization and Measurement of Workplace Interpersonal Distrust. (Electronic Thesis or Dissertation). Retrieved from https://etd.ohiolink.edu/
  • Muqadas, F., Rehman, M., Aslam, U., & Ur-Rahman, U.-. (2017). Exploring the challenges, trends and issues for knowledge sharing: A study on employees in public sector universities. VINE Journal of Information and Knowledge Management Systems, 47(1), 2-15
  • Nerstad, C. G. L., Roberts, G. C., & Richardsen, A. M. (2013). Achieving success at work: The development and validation of the motivational climate at work questionnaire (MCWQ). Journal of Applied Social Psychology.
  • Poortvliet, P. M., & Giebels, E. (2012). Self-improvement and cooperation: How exchange relationships promote mastery-approach driven individuals' job outcomes. European Journal of Work and Organizational Psychology, 21: 392-425.
  • Rafique, G. M., & Anwar, M. A. (2017). Motivating Knowledge Sharing Among Undergraduate Medical Students of the University of Lahore, Pakistan. Journal of Information & Knowledge Management, 16(4), 1750041
  • Ramanigopal, C. (2012).Knowledge management strategies in higher education. International journal of advanced research in management, 3(1).
  • Rosenbusch, N., Brinckmann, J., & Bausch, A. (2011). Is innovation always beneficial? A meta-analysis of the relationship between innovation and performance in SMEs. Journal of business Venturing, 26(4), 441- 457.
  • Runco, M. A. (2008). Creativity research should be a social science. In M. D. Mumford, S. T. Hunter, & K. E. Bedell-Avers (Eds.), Multi-level issues in creativity and innovation, 7, 75-94. Amsterdam: Elsevier.
  • Shanock, S. & Eisenberger, R. (2006). When Supervisors feel supported: Relationships with subordinates' perceived supervisor support, perceived organizational support and performance. Journal of Applied Psychology, 91, 689-695.
  • Sitkin, S. B., & Roth, N. L. (1993). Explaining the limited effectiveness of legalistic
  • Shalley, C. E., & Gilson, L. L. (2004). What leaders need to know: A review of social and contextual factors that can foster or hinder creativity. Leadership Quarterly, 15, 33-53.
  • Shalley, C., & Zhou, J. (2008). Organizational creativity research: A historical overview. In J. Zhou & C. Shalley (Eds.), Handbook of organizational creativity, 3-31. New York: Erlbaum
  • Å kerlavaj, M., Connelly, C., Cerne, M. and Dysvik, A. (2018).Tell me if you can: time pressure, prosocial motivation, perspective taking, and knowledge hiding. Journal of Knowledge Management, 22 (7)1489-1509.
  • Skerlavaj, M., Dimovski, V., Mrvar, A., & Pahor, M. (2010). Intra-organizational learning networks within knowledge-intensive learning environments. Interactive Learning Environments, 18, 39-63.
  • Stinglhamber, F., & Vandenberghe, C. (2003). Organizations and supervisors as sources of support and targets of commitment. A longitudinal study. Journal of Organizational Behavior, 24, 251-270.
  • Wang, S., & Noe, R. A. (2010). Knowledge sharing: A review and directions for future research. Human Resource Management Review, 20 (2), 115-131.
  • Webster, J., Brown, G., Zweig, D., Connelly, C. E., Brodt, S., & Sitkin, S. (2008). Beyond knowledge sharing: Withholding knowledge at work. In J. Martocchio (Ed.), Research in personnel and human resources management, 27, 1-37. Bingley: Emerald Group.
  • Zhou, J., & George, J. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44, 682-696.
  • Zhou, Q., Hirst, G., & Shipton, H. (2012). Context matters: Combined influence of participation and intellectual stimulation on the promotion focus-employee creativity relationship. Journal of Organizational Behavior, 33, 894-9.

Cite this article

APA

    APA : Samdani, H., Ali, B., & Kamal, N. (2019). Knowledge Hiding and Creativity in Higher Education Institutes: Understanding the Contingent Role of Perceived Supervisory Support. Global Social Sciences Review, IV(IV), 341-349. https://doi.org/10.31703/gssr.2019(IV-IV).44

CHICAGO

    CHICAGO : Samdani, Hina, Bakhtiar Ali, and Nida Kamal. 2019. "Knowledge Hiding and Creativity in Higher Education Institutes: Understanding the Contingent Role of Perceived Supervisory Support." Global Social Sciences Review, IV (IV): 341-349 doi: 10.31703/gssr.2019(IV-IV).44

HARVARD

    HARVARD : SAMDANI, H., ALI, B. & KAMAL, N. 2019. Knowledge Hiding and Creativity in Higher Education Institutes: Understanding the Contingent Role of Perceived Supervisory Support. Global Social Sciences Review, IV, 341-349.

MHRA

    MHRA : Samdani, Hina, Bakhtiar Ali, and Nida Kamal. 2019. "Knowledge Hiding and Creativity in Higher Education Institutes: Understanding the Contingent Role of Perceived Supervisory Support." Global Social Sciences Review, IV: 341-349

MLA

    MLA : Samdani, Hina, Bakhtiar Ali, and Nida Kamal. "Knowledge Hiding and Creativity in Higher Education Institutes: Understanding the Contingent Role of Perceived Supervisory Support." Global Social Sciences Review, IV.IV (2019): 341-349 Print.

OXFORD

    OXFORD : Samdani, Hina, Ali, Bakhtiar, and Kamal, Nida (2019), "Knowledge Hiding and Creativity in Higher Education Institutes: Understanding the Contingent Role of Perceived Supervisory Support", Global Social Sciences Review, IV (IV), 341-349

TURABIAN

    TURABIAN : Samdani, Hina, Bakhtiar Ali, and Nida Kamal. "Knowledge Hiding and Creativity in Higher Education Institutes: Understanding the Contingent Role of Perceived Supervisory Support." Global Social Sciences Review IV, no. IV (2019): 341-349. https://doi.org/10.31703/gssr.2019(IV-IV).44