engleski

Evasive (Knowledge) Hiding and Task Performance: The Moderating Role of Job Resources

We take a knowledge hider’s perspective and follow the conservation of resources (COR) theory to investigate performance consequences of hiding knowledge from colleagues, particularly focusing on the contextual role of job design in stimulating or demotivating such behavior in work relationships. Two field survey studies were conducted (Study 1, N = 155 business and economics scholars ; and Study 2, N = 178 bank employees and 61 direct supervisors) to examine the influence of job resources (i.e., job autonomy and task variety) on task performance of evasive knowledge hiders. Hierarchical regression analyses were run and confirmed the main positive effect of evasive hiding on (factual and supervisor-rated) task performance. In addition, conditional process analyses were applied to examine 2-way and 3-way interactions of evasive hiding, job autonomy and/or task variety. The data analysis results led us to conclude that having higher levels of job resources might motivate knowledge holders to hide knowledge less while maintaining the same level of performance, as well as offers an evidence that premium performance is reached when a knowledge holder has an adequate (instead of an excess) level of resources.

evasive knowledge hiding ; task performance ; task variety ; job autonomy ; conservation of resources theory

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