{"title":"组织中以行为人为中心的知识隐藏的前因后果:跨文化元分析综述及其对人力资源管理的启示","authors":"Mengtian Xiao","doi":"10.1080/09585192.2023.2278525","DOIUrl":null,"url":null,"abstract":"AbstractAs knowledge hiding has become an increasingly widespread phenomenon within organizations, there has been a dramatic increase in research on this topic over the past two decades. However, previous studies have provided inconsistent conclusions on why knowledge hiding occurs and how it affects the perpetrator’s subsequent work and well-being outcomes. As no reviews to date have focused on the knowledge hiding from the perpetrator’s perspective, this meta-analysis systematically synthesizes frequently studied antecedents and consequences of perpetrator-centric knowledge hiding. It also examines the moderating effects of cultural dimensions and causal directions on the consequences. Based on evidence from N = 193 sources with a total sample size of N = 68,113, this meta-analysis found significantly strong relationships between neuroticism, moral disengagement (hider’s factors), psychological contract breach, toxic leadership, leader-signaled knowledge hiding, perceived organizational politics (contextual factors) and knowledge hiding. The findings revealed that knowledge hiding had a medium-sized positive relationship with perpetrator psychological strain. It also uncovered the cross-cultural differences among the perpetrator-centric consequences. These findings helped answer the question of whether some common predictors or outcomes of knowledge hiding should be identified as outcomes or indicators. Finally, it provided suggestions for future research and human resource management (HRM) practices.Keywords: Knowledge hidingperpetrator-centriccross-culturalmeta-analysisHRM Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data that support the findings of this study are available on reasonable request from the corresponding author, Mengtian Xiao.Additional informationFundingThis work was supported by the National Natural Science Foundation of China (research project 72102191).","PeriodicalId":14185,"journal":{"name":"International Journal of Human Resource Management","volume":" 34","pages":"0"},"PeriodicalIF":4.9000,"publicationDate":"2023-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Antecedents and consequences of perpetrator-centric knowledge hiding within organizations: a cross-cultural meta-analytic review and implications for human resource management\",\"authors\":\"Mengtian Xiao\",\"doi\":\"10.1080/09585192.2023.2278525\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"AbstractAs knowledge hiding has become an increasingly widespread phenomenon within organizations, there has been a dramatic increase in research on this topic over the past two decades. However, previous studies have provided inconsistent conclusions on why knowledge hiding occurs and how it affects the perpetrator’s subsequent work and well-being outcomes. As no reviews to date have focused on the knowledge hiding from the perpetrator’s perspective, this meta-analysis systematically synthesizes frequently studied antecedents and consequences of perpetrator-centric knowledge hiding. It also examines the moderating effects of cultural dimensions and causal directions on the consequences. Based on evidence from N = 193 sources with a total sample size of N = 68,113, this meta-analysis found significantly strong relationships between neuroticism, moral disengagement (hider’s factors), psychological contract breach, toxic leadership, leader-signaled knowledge hiding, perceived organizational politics (contextual factors) and knowledge hiding. The findings revealed that knowledge hiding had a medium-sized positive relationship with perpetrator psychological strain. It also uncovered the cross-cultural differences among the perpetrator-centric consequences. These findings helped answer the question of whether some common predictors or outcomes of knowledge hiding should be identified as outcomes or indicators. Finally, it provided suggestions for future research and human resource management (HRM) practices.Keywords: Knowledge hidingperpetrator-centriccross-culturalmeta-analysisHRM Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data that support the findings of this study are available on reasonable request from the corresponding author, Mengtian Xiao.Additional informationFundingThis work was supported by the National Natural Science Foundation of China (research project 72102191).\",\"PeriodicalId\":14185,\"journal\":{\"name\":\"International Journal of Human Resource Management\",\"volume\":\" 34\",\"pages\":\"0\"},\"PeriodicalIF\":4.9000,\"publicationDate\":\"2023-11-09\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"International Journal of Human Resource Management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1080/09585192.2023.2278525\",\"RegionNum\":2,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"International Journal of Human Resource Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1080/09585192.2023.2278525","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
Antecedents and consequences of perpetrator-centric knowledge hiding within organizations: a cross-cultural meta-analytic review and implications for human resource management
AbstractAs knowledge hiding has become an increasingly widespread phenomenon within organizations, there has been a dramatic increase in research on this topic over the past two decades. However, previous studies have provided inconsistent conclusions on why knowledge hiding occurs and how it affects the perpetrator’s subsequent work and well-being outcomes. As no reviews to date have focused on the knowledge hiding from the perpetrator’s perspective, this meta-analysis systematically synthesizes frequently studied antecedents and consequences of perpetrator-centric knowledge hiding. It also examines the moderating effects of cultural dimensions and causal directions on the consequences. Based on evidence from N = 193 sources with a total sample size of N = 68,113, this meta-analysis found significantly strong relationships between neuroticism, moral disengagement (hider’s factors), psychological contract breach, toxic leadership, leader-signaled knowledge hiding, perceived organizational politics (contextual factors) and knowledge hiding. The findings revealed that knowledge hiding had a medium-sized positive relationship with perpetrator psychological strain. It also uncovered the cross-cultural differences among the perpetrator-centric consequences. These findings helped answer the question of whether some common predictors or outcomes of knowledge hiding should be identified as outcomes or indicators. Finally, it provided suggestions for future research and human resource management (HRM) practices.Keywords: Knowledge hidingperpetrator-centriccross-culturalmeta-analysisHRM Disclosure statementNo potential conflict of interest was reported by the author(s).Data availability statementThe data that support the findings of this study are available on reasonable request from the corresponding author, Mengtian Xiao.Additional informationFundingThis work was supported by the National Natural Science Foundation of China (research project 72102191).
期刊介绍:
International Journal of Human Resource Management is the forum for HRM scholars and professionals worldwide. Concerned with the expanding role of strategic human resource management in a fast-changing global environment, the journal focuses on future trends in human resource management, drawing on empirical research in the areas of strategic management, international business, organizational behaviour, personnel management and industrial relations that arise from: -internationalization- technological change- market integration- new concepts of line management- increased competition- changing corporate climates Now publishing twenty-two issues per year, The International Journal of Human Resource Management encourages strategically focused articles on a wide range of issues including employee participation, human resource flow, reward systems and high commitment work systems. It is an essential publication in an exciting field, examining all management decisions that affect the relationship between an organization and its employees. Features include; -comparative contributions from both developed and developing countries- special issues based on conferences and current issues- international bibliographies- international data sets- reviews