The findings of this study can help organizations decide when to implement a human resource development intervention to reduce the impact of knowledge concealing on knowledge workers’ subjective career success.
Authors
Kavita Chavali, College of Commerce and Business Administration, Dhofar University, Salalah, Oman.
Sudha Mavuri, Skyline University Nigeria (SUN), Kano, Nigeria.
Nirma Jayawardena, Assistant Professor, Jindal Global Business School, O.P. Jindal Global University, Sonipat, Haryana, India.
Manish Gupta, School of Management, Mahindra University, Hyderabad, India.
Summary
Hiding knowledge from colleagues prevents resource loss and gives a competitive edge. However, knowledge-hiding habits and subjective professional success have received minimal research. According to studies, government (non-competitive) and private (competitive) entities must be examined independently. In this study, the theory of conservation of resources (COR) is used to examine the moderating effect of career barriers on the relationship between three dimensions of knowledge hiding behavior (evasiveness, rationalization, and playing dumb) and subjective career success (organised and non-organised).
In order to accomplish this objective, data collected from 280 knowledge employees from various industries was analyzed using the Warp partial least squares (Warp PLS) method. The results validated most predictions and contributed to the COR theory by pinpointing when employees’ resource conservation might change their career success judgements. The findings of this study can help organizations decide when to implement a human resource development intervention to reduce the impact of knowledge concealing on knowledge workers’ subjective career success.
Published in: International Studies of Management & Organization
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