Does intraorganizational competition prompt or hinder performance? The risks for proactive employees who hide knowledge
Does intraorganizational competition prompt or hinder performance? The risks for proactive employees who hide knowledge
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组织内部竞争是促进还是阻碍绩效？积极主动的员工隐藏知识的风险
DOI：
10.1108/pr-04-2021-0294
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发表时间：
2022-03
期刊：
影响因子：
3.9
通讯作者：
Yunita Sofyan;D. De Clercq;Yufan Shang
中科院分区：
文献类型：
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作者：
Yunita Sofyan;D. De Clercq;Yufan Shang
目的本研究探讨了如果员工（尤其是那些具有积极主动性格的员工）以知识隐藏行为来应对资源耗尽、竞争性的工作环境，那么员工对组织内竞争的看法（定义为认为组织会与其他人进行比较来评估自己的绩效）是否会导致主管对其责任心的评价较低。设计/方法/方法从不同行业的员工和主管那里收集了多源数据 三个时间点。研究假设通过层次多元回归分析并结合基于流程的宏观引导法进行了测试，以评估中介和调节中介。调查结果对高度竞争的组织氛围的信念会适得其反，因为它们会导致员工故意向其他组织成员隐瞒知识。知识隐藏的这种中介作用在那些强烈希望主动保护自己免受内部竞争气氛造成的困难的员工中尤为突出。研究局限性/影响研究设计不允许对因果关系进行正式检验。实际意义对于人力资源管理者来说，这项研究将自我保护性知识隐藏确定为一种关键的有害机制。它带来了双重伤害：员工感到受到严格的绩效导向氛围的威胁，而他们的防御性反应使他们在主管面前显得不那么认真。这种螺旋式下降特别有可能在那些表现出行动倾向的员工中引发。 原创性/价值本研究通过具体说明员工对绩效导向的组织氛围的信念为何以及何时可能由于他们的负面行为反应（例如有目的的知识隐藏）而适得其反，从而调查了特定组织要素和结果之间的新颖联系。
PurposeThis study examines whether employees' perceptions of intraorganizational competition, defined as beliefs that the organization evaluates their performance in comparison with others, result in lower supervisor ratings of their conscientiousness if the employees, particularly those with proactive personalities, respond to the resource-draining, competitive work situation with knowledge hiding behavior.Design/methodology/approachMultisource data were collected from employees and supervisors in different industries at three points in time. The research hypotheses were tested with hierarchical multiple regression analysis, in combination with PROCESS macro-based bootstrapping, to assess mediation and moderated mediation.FindingsBeliefs about highly competitive organizational climates are counterproductive, in that they lead employees to conceal knowledge intentionally from other organizational members. This mediating role of knowledge concealment is particularly prominent among employees with a strong desire to take the initiative to protect themselves against the hardships created by a climate of internal competition.Research limitations/implicationsThe research design does not allow for formal tests of causality.Practical implicationsFor human resource managers, this research pinpoints self-protective knowledge hiding as a key, detrimental mechanism. It imposes dual harms: employees feel threatened by the strict performance-oriented climate, and their defensive reactions make them appear less conscientious to supervisors. This downward spiral is particularly likely to initiate among employees who exhibit a disposition toward action.Originality/valueThis research investigates novel connections between specific organizational elements and outcomes, by specifying why and when employees' beliefs about performance-oriented organizational climates might backfire, due to their negative behavioral responses, such as purposeful knowledge hiding.