Why Do Those in High Positions Know But Not Speak?-Based on the Fuzzy Set Qualitative Comparative Analysis Method
This study focuses on the knowledge concealment behavior of superiors,and explores the impact of this negative emotional behavior on knowledge flow,knowledge sharing,and interpersonal interaction between superiors and subordinates within an organization.Previous research has primarily focused on the negative consequences resulting from knowledge hiding,while the exploration of the mechanisms that trigger superior's knowledge hiding behavior remains limited.Based on the resource conservation theory,this article uses fuzzy set qualitative comparative analysis to analyze the configurations of superiors'knowledge hiding behavior.After surveying the leadership teams of 30 internet companies,multiple paths leading to high(non-high)knowledge hiding by superiors were identified.The research results show that in the high knowledge hiding configuration,superiors choose to retain their knowledge due to considerations of face,personal connections,status threats,team atmosphere,and attention to subordinates'behavior;in the non-high knowledge hiding configuration,knowledge exchange between superiors and subordinates is more open and transparent,knowledge sharing and interaction are encouraged,and superiors pay more attention to team performance and the achievement of organizational goals,reducing their own knowledge hiding.This study hopes to provide help and practical insights for managers to reduce negative management behaviors in the enterprise,improve employee personal growth,and promote organizational performance.
Knowledge HidingSupervisory RelationshipFace and Giving FavorsConfigurational Analysis
NETL
NSTL
万方数据
