Does organizational justice facet matters in knowledge hiding?

When abusive supervision affects creative idea sharing: Understanding the role of employee cheating and organizational justice

Getting employees to share their creative ideas has long been recognized as a vital source of organizational effectiveness. This research uses the conservation of resources theory to investigate how employee's creative idea sharing is affected by abusive supervision. Data for this research was collected from 209 employees and their immediate supervisors of generic nurses and medical dispensers of Southern Punjab public sector hospitals working under the Ministry of national health services regulation and Coordination. Data were then analyzed with the AMOS software package for simple regression and moderated mediation. This study found that with the increase in abusive supervision, employees develop cheating behavior, diminishing probability of sharing their creative ideas with coworkers. Along these lines, organizational justice moderates this relationship and attenuates the negative indirect effect of abusive supervision on creative idea sharing. The researchers recommended that organizations should develop training programs or coaching sessions for leaders to make them equip with essential interpersonal skills that can eradicate abusive supervision. Research implications, limitations, and future research directions are also discussed.

Knowledge hiding and individual task performance: The role of individual creativity as mediator

This study investigates the association of knowledge hiding with individual task performance and the mediation role of individual creativity. It focuses on how employees' knowledge-hiding behavior can influence their task performance and how individual creativity can alleviate the negative consequences of knowledge-hiding. Data was collected from 256 employees working in financing companies in Indonesia. Hypothesis testing was conducted using the Structural Equation Model - Partial Least Square (SEM-PLS) model. The findings showed that all indicators significantly represented the dimensions of evasive hiding, playing dumb, and rationalized hiding, which collectively constitutes knowledge hiding. Furthermore, the study confirmed that individual creativity served as a mediator in the relationship between knowledge hiding and individual task performance. The implications of this study underscore the importance of addressing knowledge-hiding behavior within organizations and promoting individual creativity as a means to overcome the negative consequences and enhance task performance.