员工的监管重点对知识隐藏行为的影响

IF 1.5 Q3 MANAGEMENT Human systems management Pub Date : 2024-04-08 DOI:10.3233/hsm-230206

Yuheng Guo, Jie Li, Wangshuai Wang

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引用次数: 0

摘要

背景：知识共享是组织成功的先决条件，而知识隐藏往往不利于组织发展。目的：本研究借鉴监管焦点理论和互动论，旨在探讨监管焦点如何影响员工的知识隐藏行为，以及合作氛围的调节作用。方法：通过对中国某大学专业培训项目的 320 名全职员工进行时滞调查收集数据。使用了确认性因素分析、描述性分析、层次回归分析和引导分析等分析技术。结果：研究结果表明，晋升焦点对知识隐藏有积极影响，而预防焦点对知识隐藏有消极影响。此外，合作氛围调节了监管重点对知识隐藏的影响。结论：本研究有助于我们理解员工的监管重点对工作场所知识隐藏行为的重要作用。

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The influence of employees’ regulatory focus on knowledge hiding behavior

BACKGROUND: Knowledge sharing is a prerequisite for organizational success, while knowledge hiding is often detrimental to organizational development. OBJECTIVE: Drawing upon regulatory focus theory and interactionism, this research aims to investigate how regulatory focus influences employees’ knowledge hiding and the moderating role of cooperative climate. METHODS: Data were collected through a time-lagged survey of 320 full-time employees enrolled in a professional training program at a Chinese university. Confirmatory factor analysis, descriptive analysis, hierarchical regression analyses, and bootstrap analysis were some of the analytical techniques used. RESULTS: The results indicate that promotion focus has a positive impact on knowledge hiding, whereas prevention focus is negative to knowledge hiding. Furthermore, cooperative climate moderates the influence of regulatory focus on knowledge hiding. CONCLUSIONS: This study contributes to our understanding of the important role of employees’ regulatory focus on knowledge hiding behavior in the workplace.

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来源期刊

Human systems management MANAGEMENT-

CiteScore

3.50

自引率

30.40%

发文量

期刊介绍： Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.