Does Knowledge Based Psychological Ownership Matter? Transformational Leadership and Knowledge Hiding: A Proposed Framework
The prevalent and negative impact of knowledge hiding behaviour among employees has called the attention of both practitioners and researchers to begin investigations on its causes, and other factors that influence it on both the targets and perpetrators. Some of the possible suggested antecedents o...
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| Format: | Article |
| Language: | English |
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Centre of Business & Economic Research
2017
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| Subjects: | |
| Online Access: | https://repo.uum.edu.my/id/eprint/32015/1/JBRMR%2011%2004%202017%2060-67.pdf |
| _version_ | 1824451230380851200 |
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| author | Sahnun, Ladan Nordin, Norani Belal, H. M. |
| author_facet | Sahnun, Ladan Nordin, Norani Belal, H. M. |
| author_sort | Sahnun, Ladan |
| collection | UUM |
| description | The prevalent and negative impact of knowledge hiding behaviour among employees has called the attention of both practitioners and researchers to begin investigations on its causes, and other factors that influence it on both the targets and perpetrators. Some of the possible suggested antecedents of knowledge hiding studied include trust, job characteristic, organisational culture, and workplace environment. Despite these studies, few have attempted to investigate the influence of leadership, particularly, transformational leadership on knowledge hiding. Previous studies also indicated conflicting results, and the mechanisms through which transformational leadership influences knowledge hiding are not adequately addressed. Therefore, mediator variable is suggested. Hence, this paper proposes knowledge psychological ownership as a potential mediator on the relationship between transformational leadership and knowledge hiding behaviour of an employee in the organization. We hereby argue that transformational leadership through knowledge psychological ownership will influence employees to refrain from the knowledge hiding behaviour that may negatively affect the organisation and encourage knowledge sharing to improve the performance of the organization |
| first_indexed | 2025-02-19T02:31:19Z |
| format | Article |
| id | uum-32015 |
| institution | Universiti Utara Malaysia |
| language | English |
| last_indexed | 2025-02-19T02:31:19Z |
| publishDate | 2017 |
| publisher | Centre of Business & Economic Research |
| record_format | eprints |
| spelling | uum-320152025-02-10T15:26:26Z https://repo.uum.edu.my/id/eprint/32015/ Does Knowledge Based Psychological Ownership Matter? Transformational Leadership and Knowledge Hiding: A Proposed Framework Sahnun, Ladan Nordin, Norani Belal, H. M. HD28 Management. Industrial Management The prevalent and negative impact of knowledge hiding behaviour among employees has called the attention of both practitioners and researchers to begin investigations on its causes, and other factors that influence it on both the targets and perpetrators. Some of the possible suggested antecedents of knowledge hiding studied include trust, job characteristic, organisational culture, and workplace environment. Despite these studies, few have attempted to investigate the influence of leadership, particularly, transformational leadership on knowledge hiding. Previous studies also indicated conflicting results, and the mechanisms through which transformational leadership influences knowledge hiding are not adequately addressed. Therefore, mediator variable is suggested. Hence, this paper proposes knowledge psychological ownership as a potential mediator on the relationship between transformational leadership and knowledge hiding behaviour of an employee in the organization. We hereby argue that transformational leadership through knowledge psychological ownership will influence employees to refrain from the knowledge hiding behaviour that may negatively affect the organisation and encourage knowledge sharing to improve the performance of the organization Centre of Business & Economic Research 2017 Article PeerReviewed application/pdf en https://repo.uum.edu.my/id/eprint/32015/1/JBRMR%2011%2004%202017%2060-67.pdf Sahnun, Ladan and Nordin, Norani and Belal, H. M. (2017) Does Knowledge Based Psychological Ownership Matter? Transformational Leadership and Knowledge Hiding: A Proposed Framework. Journal of Business and Retail Management Research (JBRMR), 11 (4). pp. 60-67. ISSN 1751-8202 https://jbrmr.com/ |
| spellingShingle | HD28 Management. Industrial Management Sahnun, Ladan Nordin, Norani Belal, H. M. Does Knowledge Based Psychological Ownership Matter? Transformational Leadership and Knowledge Hiding: A Proposed Framework |
| title | Does Knowledge Based Psychological Ownership Matter?
Transformational Leadership and Knowledge Hiding: A Proposed Framework |
| title_full | Does Knowledge Based Psychological Ownership Matter?
Transformational Leadership and Knowledge Hiding: A Proposed Framework |
| title_fullStr | Does Knowledge Based Psychological Ownership Matter?
Transformational Leadership and Knowledge Hiding: A Proposed Framework |
| title_full_unstemmed | Does Knowledge Based Psychological Ownership Matter?
Transformational Leadership and Knowledge Hiding: A Proposed Framework |
| title_short | Does Knowledge Based Psychological Ownership Matter?
Transformational Leadership and Knowledge Hiding: A Proposed Framework |
| title_sort | does knowledge based psychological ownership matter transformational leadership and knowledge hiding a proposed framework |
| topic | HD28 Management. Industrial Management |
| url | https://repo.uum.edu.my/id/eprint/32015/1/JBRMR%2011%2004%202017%2060-67.pdf |
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