{"title":"欺凌知识隐藏的传染效应:探讨工作压力和权力价值观的作用","authors":"Roman Kmieciak","doi":"10.1108/jkm-05-2023-0420","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>Bullying knowledge hiding has been recently identified as a manifestation of knowledge hiding behavior. As a relatively new concept, it is still underexplored. Previous research has focused on the antecedents of bullying hiding. However, there is a lack of research on the negative consequences that bullying hiding may have on employees. This study aims to uncover the effects of supervisor bullying hiding on employees knowledge behavior. The study also aims to examine the moderating effect of power values and the mediating effect of job stress.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>Data were gathered in two waves from 444 employees with higher education in Poland. Data collection was conducted in July and August 2022. A general linear model mediation analysis with jamovi Advanced Mediation Models software was used to examine the hypotheses.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>The results indicate that bullying knowledge hiding by supervisors triggers subordinates’ job stress and aggression in the form of bullying knowledge hiding toward co-workers. Contrary to expectations, job stress does not mediate the relationship between supervisor bullying hiding and subordinate bullying hiding toward co-workers. Power-dominance values, contrary to power-resources values, moderate the above relationship.</p><!--/ Abstract__block -->\n<h3>Practical implications</h3>\n<p>As bullying hiding has significant potential to spread among organizational members, managers seeking to reduce it should check the personal values of job applicants and employees.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>Based on the behavioral contagion and frustration–aggression–displacement theories, to the best of the author’s knowledge, this study is the first to investigate the relationships between supervisor bullying hiding, job stress, power values and subordinate bullying hiding toward co-workers.</p><!--/ Abstract__block -->","PeriodicalId":48368,"journal":{"name":"Journal of Knowledge Management","volume":null,"pages":null},"PeriodicalIF":6.6000,"publicationDate":"2024-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"The contagious effect of bullying knowledge hiding: exploring the role of job stress and power values\",\"authors\":\"Roman Kmieciak\",\"doi\":\"10.1108/jkm-05-2023-0420\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>Bullying knowledge hiding has been recently identified as a manifestation of knowledge hiding behavior. As a relatively new concept, it is still underexplored. Previous research has focused on the antecedents of bullying hiding. However, there is a lack of research on the negative consequences that bullying hiding may have on employees. This study aims to uncover the effects of supervisor bullying hiding on employees knowledge behavior. The study also aims to examine the moderating effect of power values and the mediating effect of job stress.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>Data were gathered in two waves from 444 employees with higher education in Poland. Data collection was conducted in July and August 2022. A general linear model mediation analysis with jamovi Advanced Mediation Models software was used to examine the hypotheses.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>The results indicate that bullying knowledge hiding by supervisors triggers subordinates’ job stress and aggression in the form of bullying knowledge hiding toward co-workers. Contrary to expectations, job stress does not mediate the relationship between supervisor bullying hiding and subordinate bullying hiding toward co-workers. Power-dominance values, contrary to power-resources values, moderate the above relationship.</p><!--/ Abstract__block -->\\n<h3>Practical implications</h3>\\n<p>As bullying hiding has significant potential to spread among organizational members, managers seeking to reduce it should check the personal values of job applicants and employees.</p><!--/ Abstract__block -->\\n<h3>Originality/value</h3>\\n<p>Based on the behavioral contagion and frustration–aggression–displacement theories, to the best of the author’s knowledge, this study is the first to investigate the relationships between supervisor bullying hiding, job stress, power values and subordinate bullying hiding toward co-workers.</p><!--/ Abstract__block -->\",\"PeriodicalId\":48368,\"journal\":{\"name\":\"Journal of Knowledge Management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":6.6000,\"publicationDate\":\"2024-01-26\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Knowledge Management\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1108/jkm-05-2023-0420\",\"RegionNum\":2,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"INFORMATION SCIENCE & LIBRARY SCIENCE\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Knowledge Management","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/jkm-05-2023-0420","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"INFORMATION SCIENCE & LIBRARY SCIENCE","Score":null,"Total":0}
The contagious effect of bullying knowledge hiding: exploring the role of job stress and power values
Purpose
Bullying knowledge hiding has been recently identified as a manifestation of knowledge hiding behavior. As a relatively new concept, it is still underexplored. Previous research has focused on the antecedents of bullying hiding. However, there is a lack of research on the negative consequences that bullying hiding may have on employees. This study aims to uncover the effects of supervisor bullying hiding on employees knowledge behavior. The study also aims to examine the moderating effect of power values and the mediating effect of job stress.
Design/methodology/approach
Data were gathered in two waves from 444 employees with higher education in Poland. Data collection was conducted in July and August 2022. A general linear model mediation analysis with jamovi Advanced Mediation Models software was used to examine the hypotheses.
Findings
The results indicate that bullying knowledge hiding by supervisors triggers subordinates’ job stress and aggression in the form of bullying knowledge hiding toward co-workers. Contrary to expectations, job stress does not mediate the relationship between supervisor bullying hiding and subordinate bullying hiding toward co-workers. Power-dominance values, contrary to power-resources values, moderate the above relationship.
Practical implications
As bullying hiding has significant potential to spread among organizational members, managers seeking to reduce it should check the personal values of job applicants and employees.
Originality/value
Based on the behavioral contagion and frustration–aggression–displacement theories, to the best of the author’s knowledge, this study is the first to investigate the relationships between supervisor bullying hiding, job stress, power values and subordinate bullying hiding toward co-workers.
期刊介绍:
Knowledge Management covers all the key issues in its field including:
■Developing an appropriate culture and communication strategy ■Integrating learning and knowledge infrastructure
■Knowledge management and the learning organization
■Information organization and retrieval technologies for improving the quality of knowledge
■Linking knowledge management to performance initiatives ■Retaining knowledge - human and intellectual capital
■Using information technology to develop knowledge management ■Knowledge management and innovation
■Measuring the value of knowledge already within an organization ■What lies beyond knowledge management?