The causes and consequences of multi-level knowledge hiding behavior: A perspective from status competition

doi:10.3724/SP.J.1042.2020.00893

Abstract

Abstract:

Knowledge hiding refers to the behavior of individuals in an organization who deliberately conceal or willfully cover up the knowledge that has been requested by colleagues, including delay concealment, playing dumb, and reasonable hiding. Knowledge hiding is not conducive to the generation of knowledge sharing behavior among individuals, and it is a counterproductive behavior in the field of knowledge, which has a serious disruptive effect on the organizational effectiveness. In response to this problem, based on the regulatory focus theory, this paper proposes to explore the psychological mechanism and the boundary condition of knowledge hiding at the individual and team level by exploring the dimension structure of status motive and developing measurement tools from the dynamic perspective to deepen the understanding of the regularity of knowledge hiding and help the organization to deal with knowledge hiding more efficiently.

Key words: individual knowledge hiding, team knowledge hiding, status, performance, dynamic research model

CLC Number:

B849: C91

WANG Zhicheng, ZHAO Shuming, YANG Jie. The causes and consequences of multi-level knowledge hiding behavior: A perspective from status competition[J]. Advances in Psychological Science, 2020, 28(6): 893-903.

Figures/Tables 2

References 70

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