ArticleFrontiers in psychology2021
What Makes People Hide Knowledge? Influence of Passive Leadership and Creative Self-Efficacy.
Article in Frontiers in psychology, 2021. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 3 papers.
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Who cites it
3 citing papers in PubMed.
- Analysis on the Influence Path of User Knowledge Withholding in Virtual Academic Community - Based on Structural Equation Method-Artificial Neural Network Model.Frontiers in psychology · 2022Article
- Do overqualified employees hide knowledge? The mediating role of psychological contract breach.Frontiers in psychology · 2022Article
- Does small and medium enterprise differential leadership increase subordinate knowledge hiding? Evidences from job insecurity, territorial consciousness and leadership performance expectation.Frontiers in psychology · 2022Article
Corrections and comments
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Authors and funding
5 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Although numerous studies have been conducted in the field of knowledge sharing with a focus given to its importance, very little attention has been given to knowledge hiding practices. A very few studies have been found to make an attempt to figure out its impact and antecedents. Likewise, the negative role of passive leadership in the project management literature has not been evidenced enough despite its existence in project-based organizations. Both knowledge hiding and passive leadership are the highly neglected areas in the project management literature. Therefore, this study not only attempts to investigate the influence of passive leadership on knowledge hiding but also aims to explore the role of creative self-efficacy between them. IT project organizations were chosen to collect data because of their high failure rate due to an insufficient knowledge transfer. The findings of this study revealed that the neglected passive leadership greatly influences the knowledge hiding practices among individuals. However, according to the results, knowledge hiding practices are found to reduce the presence of creative self-efficacy. Thus, the antecedents of knowledge hiding should be considered to create an innovative and successful business environment. The results are highly significant not only for the field of project management but also for other practitioners.
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