Knowledge Hiding and Knowledge Manipulation; An Investigation from a Contexual, Relational and Dyadic Perspective

Given that knowledge gives firms a competitive advantage, interest in knowledge management is expanding (Bibi et al., 2021; Jasimuddin, 2006; Wang & Noe, 2010). To gain knowledge, organizations must ensure that knowledge is shared amongst their employees (Hinds et al., 2001; Wang & Noe, 2010). Although knowledge sharing has been the subject of much research (Wang & Noe, 2010), we still have more to learn about other knowledge-management behaviours, such as knowledge hiding and knowledge manipulation (Rhee & Choi, 2017). In this dissertation, I will investigate the antecedents of knowledge hiding and knowledge manipulation in three studies from a contextual, relational, and dyadic perspective. In study 1, I explore the contextual factors of the work environment and how they impact knowledge hiding and knowledge manipulation. In study 2, I explore the relational factors by investigating the mechanism that impacts work engagement, knowledge hiding and knowledge manipulation through team member exchange. In study 3, I explore knowledge hiding and knowledge manipulation from a dyadic perspective in a purely theoretical piece. In addition to theoretical contribution by extending the literature on knowledge hiding and knowledge manipulation, this research offers important implications for managers and employees on how contextual, relational, and dyadic factors can be modified to decrease knowledge hiding and knowledge manipulation

Give and take? Knowledge exchange between older and younger employees as a function of generativity and development striving

Purpose Knowledge exchange between older and younger employees enhances the collective memory of an organization and therefore contributes to its business success. The purpose of this paper is to take a motivational perspective to better understand why older and younger employees share and receive knowledge with and from each other. Specifically, this study focuses on generativity striving – the motivation to teach, train and guide others – as well as development striving – the motivation to grow, increase competence and master something new – and argues that both motives need to be considered to fully understand intergenerational knowledge exchange. Design/methodology/approach This paper takes a dyadic approach to disentangle how older employees’ knowledge sharing is linked to their younger colleagues’ knowledge receiving and vice versa. The study applied an actor-partner interdependence model based on survey data from 145 age-diverse coworker dyads to test the hypotheses. Findings Results showed that older and younger employees’ generativity striving affected their knowledge sharing, which, in turn, predicted their colleagues’ knowledge receiving. Moreover, the study found that younger employees were more likely to receive knowledge that their older colleagues shared with them when they scored higher (vs lower) on development striving. Originality/value By studying the age-specific dyadic cross-over between knowledge sharing and knowledge receiving, this research adds to the knowledge exchange literature. This study challenges the current age-blind view on knowledge exchange motivation and provides novel insights into the interplay of motivational forces involved in knowledge exchange between older and younger employees

An Architectural Approach to Managing Knowledge Stocks and Flows: Implications for Reinventing the HR Function

Sustainable competitive advantage is increasingly dependent upon a firm’s ability to manage both its knowledge stocks and flows. We examine how different employees’ knowledge stocks are managed within a firm and how—through their recombination and renewal—those stocks can create sustainable competitive advantage. To do this, we first establish an architectural framework for managing human resources and review how the framework provides a foundation for studying alternative employment arrangements used by firms in allocating knowledge stocks. Next, we extend the architecture by examining how knowledge stocks (human capital) can be both recombined and renewed through cooperative and entrepreneurial archetypes. We then position two HR configurations to focus on facilitating these two archetypes. By identifying and managing different forms of social capital across employee groups within the architecture, HR practices can facilitate the flow of knowledge within the firm, which ultimately leads to sustainable competitive advantage

Back to Life: Leadership from a Process Perspective

Process thinking has given us signals regarding how to make critical judgements about, or else how to grasp actively and immanently, an organisational world on the move. The perspective of a world that is constantly changing draws our attention to the sensate feeling of time and to the creative use of the immediate past, which is no more and the immediate future, which is not yet, in our experience of the here and now. The current discussion uses the concept of process to contribute a more critical understanding of the actual occasion of leadership behaviour, anticipating this will offer both a route out of the popular obsession with individual leader-work and interactive studies of leadership as a predicate dependent on particular leaders and followers in interpersonal contexts, and toward the creative potential of leadership as process itsel

Back to Life: Leadership from a Process Perspective

Process thinking has given us signals regarding how to make critical judgements about, or else how to grasp actively and immanently, an organisational world on the move. The perspective of a world that is constantly changing draws our attention to the sensate feeling of time and to the creative use of the immediate past, which is no more and the immediate future, which is not yet, in our experience of the here and now. The current discussion uses the concept of process to contribute a more critical understanding of the actual occasion of leadership behaviour, anticipating this will offer both a route out of the popular obsession with individual leader-work and interactive studies of leadership as a predicate dependent on particular leaders and followers in interpersonal contexts, and toward the creative potential of leadership as process itsel

Contractual Alliance Governance: Impact of Different Contract Functions on Alliance Performance

Recent research on alliance governance has emphasized that contracts can have both a control and coordination function. In this paper, we test the impact of these different contract functions on alliance performance. Conducting structural equation analyses on a sample of 270 Dutch technology alliances, we disentangle the relationship between different contract functions, partner cooperation and alliance success. Our data show that different contract roles have a different impact on partner cooperation within the alliance. In addition, we find strong indications that the presence/absence of prior trustful collaboration and the number of alliance partners moderate the relationship between contract functions and partner cooperation. Finally, our data provide evidence that contract functions indirectly influence alliance success via partner cooperation

Policy forums: Why do they exist and what are they used for?

Policy forums are issue-based intermediary organizations where diverse types of political and societal actors repeatedly interact. Policy forums are important elements of modern governance systems as they allow actors to learn, negotiate, or build trust. They can vary in composition, size, membership logic, and other distinct features. This article lays the foundation of a theory of policy forums based on three interrelated elements: First, it discusses conditions for the formation of a forum and describes the logic of these organizations as one of an asymmetric multipartite exchange. Second, it enumerates the potential set of goals and motivations of participating actors that are fed into this exchange. Third, it proposes eight different dimensions on which policy forums differ and which affect the exchange mechanisms among actors. We claim that empirical work on policy forums should systematically take these elements into account and propose elements of a research agenda

Dyadic Relationship Scale: A Measure of the Impact of the Provision and Receipt of Family Care

Purpose: This study evaluated the psychometric properties of the Dyadic Relationship Scale (DRS), which measures negative and positive dyadic interactions from the perspective of both the patient and the family caregiver. An important aspect of evaluating the DRS was that it be statistically sound and meaningful for both members of the dyad. Design and Methods: The study used a cross-sectional design. Survey packages were mailed to home health care patients and their family caregivers. The unit of analysis was the dyad, and exploratory and confirmatory factor analyses were conducted. We examined the reliability, discriminant, and concurrent validities of the instrument. Results: The data supported a two-factor DRS that included negative dyadic strain (patient α = .84; caregiver α = .89) and positive dyadic interaction (patient α = .86; caregiver α = .85). The analysis supported the DRS\u27s construct, discriminant, and concurrent validity, as well as its reliability for both patients and family caregivers. Implications: Using the DRS to measure the impact of family care on positive and negative interactions inclusive of patients and caregivers can assist in identifying areas of difficulty and guide interventions to improve outcomes for both members of the dyad

Shared Care Dyadic Intervention: Outcome Patterns for Heart Failure Care Partners

Up to half of heart failure (HF) patients are readmitted to hospitals within 6 months of discharge. Many readmissions are linked to inadequate self-care or family support. To improve care, practitioners may need to intervene with both the HF patient and family caregiver. Despite the recognition that family interventions improve patient outcomes, there is a lack of evidence to support dyadic interventions in HF. Thus, the purpose of this study was to test the Shared Care Dyadic Intervention (SCDI) designed to improve self-care in HF. The theoretical base of the SCDI was a construct called Shared Care. Shared Care represents a system of processes used in family care to exchange support. Key findings were as follows: the SCDI was acceptable to both care partners and the data supported improved shared care for both. For the patient, there were improvements in self-care. For the caregivers, there were improvements in relationship quality and health