The role of organisational compassion in knowledge hiding and thriving at work

IF 3.2 4区管理学 Q1 INFORMATION SCIENCE & LIBRARY SCIENCE

Knowledge Management Research & Practice Pub Date : 2022-04-12 DOI:10.1080/14778238.2022.2062470

V. Koon

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引用次数: 7

Abstract

ABSTRACT Using frequentist and Bayesian approaches in structural equation modelling, this paper investigated the effects of multifaceted knowledge hiding such as playing dumb, rationalised and evasive, and organisational compassion on thriving at work. The sample consists of 243 respondents collected from employees working in multinational companies in two waves. The results show that both approaches have consistent findings. Specifically, playing dumb and rationalised hiding was negatively associated with organisational compassion except evasive hiding. Furthermore, playing dumb was found to be fully mediated. In contrast, rationalised hiding was partially mediated by the organisational compassion on thriving at work reported using a frequentist approach. The Bayesian approach confirms these two facets as complete mediation. The findings have theoretical implications for the association between multifaceted knowledge hiding and organisational compassion, practical implications for understanding and fostering employee thriving at work, and the methodological implication for using both approaches to confirm the study.

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组织同情心在知识隐藏和工作中的作用

摘要在结构方程建模中，本文采用频率论和贝叶斯方法，研究了多方面知识隐藏（如装聋作哑、合理化和回避）以及组织同情心对工作成功的影响。该样本由243名受访者组成，他们分两波从跨国公司的员工中收集。结果表明，这两种方法都有一致的发现。具体来说，装聋作哑和合理化的隐藏与组织同情心呈负相关，但回避隐藏除外。此外，装聋作哑被发现是完全中介的。相比之下，合理化的隐藏在一定程度上是由使用频繁主义方法报告的组织对工作中蓬勃发展的同情所介导的。贝叶斯方法将这两个方面确认为完全中介。这些发现对多方面知识隐藏和组织同情心之间的联系具有理论意义，对理解和培养员工在工作中茁壮成长具有实际意义，对使用这两种方法来证实这项研究具有方法意义。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Knowledge Management Research & Practice Multiple-

CiteScore

7.00

自引率

15.60%

发文量

期刊介绍： Knowledge management is a term that has worked its way into the mainstream of both academic and business arenas since it was first coined in the 1980s. Interest has increased rapidly during the last decade and shows no signs of abating. The current state of the knowledge management field is that it encompasses four overlapping areas: •Managing knowledge (creating/acquiring, sharing, retaining, storing, using, updating, retiring) •Organisational learning •Intellectual capital •Knowledge economics Within (and across) these, knowledge management has to address issues relating to technology, people, culture and systems.