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| How the Perceived Climate of Differential Team Association Affects Employees' Knowledge Sabotage: A Moderated Dual Path Model |
| Sun Jiwei,Lin Qiang |
| (School of Management, Shanghai University, Shanghai 200444, China) |
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Abstract As a typical representative of Chinese organizational culture, the climate of differential team association tends to make employees feel the differential treatment and thus they usually take the anti-knowledge work behavior to express their dissatisfaction. Although scholars have made some important discoveries, there is still a lack of in-depth exploration of knowledge behavior at the individual level in the antecedents of knowledge destruction. Therefore, under the guidance of the national initiative of "Mass Entrepreneurship and Innovation", it is particularly important for enterprises' knowledge management practice to clarify the internal influence mechanism and action boundary of perceived climate of differential team association on employees' knowledge destruction behavior in the Chinese context. Existing studies show that the climate of differential team association in an organization has a significant impact on the cognitive bias of employees. When the atmosphere of cognitive bias in an organization is strong, the knowledge sharing behavior within the organization will be greatly reduced, and even knowledge destruction behavior will occur. However, few studies have explored the important influence of the perception climate of differential team association on information processing and knowledge exchange. Therefore from the perspective of social information processing theory, this paper conducts an in-depth study on this aspect, and it is necessary to examine the two mediating pathways of employee internal identity recognition and workplace envy, and consider whether malicious attributions will intensify the influence of perceived climate of differential team association on knowledge destruction behavior. The research is of great significance to the development of the combination of social information processing theory and attribution theory, and can provide some enlightenment for the management practice of restricting leadership with differential team association and reducing employee knowledge destruction.#br#In this paper, 12 science and technology innovation enterprises in Shanghai, Zhejiang and Fujian are selected as the initial samples to measure and analyze the employees' sense of perceived climate ofdifferential team association and reverse knowledge behavior. Source data are collected in two time periods and verified through multiple channels to avoid homologous variance interference as much as possible. The first phase ran from April to July 2020. In the first stage, a total of 821 questionnaires were distributed to collect basic information of respondents. Firstly, the employees' self-assessment of the perceived climate of differential team association, malicious attribution, insider identity recognition and workplace envy were investigated. 765 valid questionnaires were collected from employees, with the effective questionnaire recovery rate of 93.179%. In the second stage, knowledge destruction was measured by email after an interval of two months. In this study, a total of 765 valid questionnaires were determined in the first stage and questionnaire data were collected by mail and other forms. After excluding blank, incomplete and other invalid questionnaires, a total of 699 valid questionnaires were received with the effective questionnaire recovery rate of 85.140%. This study tests thehypotheses by defining variables and constructing an integrated theoretical analysis framework, and re-examines the theoretical model by constructing alternative models and nested models to analyze whether the theoretical model can better reflect the relationship between variables.#br#Although some scholars have been endeavoring to explore the antecedents of knowledge destruction behavior from individual characteristics and other factors, the research progress is still unsatisfactory. Firstly, this study enriches the research on the antecedents of knowledge destruction at the leadership level. Secondly, the study further explores the internal mechanism of perceived climate of differential team association. Existing studies lack an integrated theoretical framework for organizational climate of differential team association, and the current research is characterized as being "single and scattered". Finally, from the perspective of malicious attribution theory, this study further clarifies the boundary conditions of the influence of the perceived climate of differential team association on knowledge destruction.#br#
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Received: 28 June 2021
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