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| Can Collaborative Job Design Alleviate the Dilemma of Knowledge Hiding in Organizations? An Analysis from the Perspective of Preventive and Promotive Psychological Ownership |
| Chen Lifang1,Fu Bo2,Yu Guilan 1 |
| (1.Business School, Jilin University, Changchun 130012, China;2.School of Management, Guangzhou University, Guangzhou 510006, China) |
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Abstract Over the past few decades, many organizations have transformed from bureaucratic structure into team-based structure. Team members may face dilemmas which makes it possible for them to have both a motivation to share (e.g. seeing its importance to the teams, or to be rewarded for sharing) and to hide (e.g. losing knowledge power by sharing unique knowledge). However, in the current context of cooperation and competition, few studies have explored knowledge hiding behavior in organizations from an integrated perspective of team work situation and individual psychological ownership, resulting in the lack of a comprehensive understanding of knowledge hiding. Based on the theory of cooperation and competition, this paper aims to deepen the understanding of cooperative (collaborative job design) and competitive (team competitive climate) factors that affect knowledge hiding within knowledge teams.#br#A two-stage questionnaire survey was conducted on a nation-wide sample of 457 members from 77 knowledge teams in China. The researcher contacted the surveyed teams through personal ties to solicit their willingness to participate. Samples were selected from a variety of knowledge-intensive industries, including information technology services, finance, healthcare, scientific research and technology services, to ensure the representation and comprehensiveness of the samples. The survey used multiple time points for data collection (one month interval) to minimize the common method bias. Using multilevel structural equation model, this study investigated the impact of collaborative job design (i.e., task interdependence, social support and feedback from others) on knowledge hiding, the mediating role of knowledge psychological ownership (KPO) and organizational psychological ownership (OPO), and the moderated mediating role of team competitive climate. This paper finds that collaborative job design can help alleviate the contradiction of knowledge hiding in organizations. Task interdependence and social support weaken preventive psychological ownership (KPO), which in turn reduces knowledge hiding. Meanwhile, collaborative job design (i.e., task interdependence, social support and feedback from others) discourages knowledge hiding in organizations by strengthening promotive psychological ownership (OPO). However, team competitive climate may affect the effectiveness of collaborative job design. Specifically, in a weak team competitive climate, collaborative job design not only strengthens OPO, but also weakens KPO, thereby lessening knowledge hiding. However, in a fierce team competitive environment, feedback from others increases KPO, which in turn increases knowledge hiding.#br#Therefore itis suggested that firstly managers should build a team member relationship of mutual trust through collaborative work design to intervene in knowledge hiding. Secondly they should provide positive feedback based on individual performance in the team and weaken their psychological ownership of knowledge. Thirdly managers should design corresponding measures to affect employees' psychological ownership orientation.#br#Thisstudy has four important contributions. First,this paper constructs a relationship between collaborative job design and knowledge hiding, and enriches the study of antecedents of knowledge hiding and provides a new direction for intervening in knowledge hiding. Second, based on an integrated perspective of knowledge and organizational psychological ownership, it not only stresses the important role of the psychology of possession and property within the collaborative job design experience, but also reveals the internal psychological mechanism between collaborative job design and knowledge hiding. Specifically, this paper shows the positive effects of task interdependence and social support in inhibiting knowledge hiding. Moreover, it discovers the double-edged sword effect of feedback from others. The findings provide a theoretical basis for managing knowledge behavior in both positive and negative ways. Third, this paper built upon the theory of cooperation and competition to consider the effect of collaborative job design in conjunction with team competitive climate, which enriches the understanding of the mechanisms and boundary conditions between collaborative job design and knowledge hiding. Fourth, focusing on collaborative job design from a relational perspective, this study deepens the understanding of job design and psychological ownership theory.#br#It is suggested that future research should consider multi-source data collection methods, and expand the antecedent variables of knowledge hiding from the perspectives of salary design and performance evaluation. Although this study verifies the moderating mediating role of team competitive atmosphere between collaborative work design and knowledge hiding, there may also be other moderating mechanisms, such as individual competitive characteristics and individual goal orientation.#br#
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Received: 05 January 2022
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