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Loaded with knowledge, yet green with envy: leader–member exchange comparison and coworkers-directed knowledge hiding behavior

Qingxiong Weng (School of Management, University of Science and Technology of China, Hefei, China)
Kashmala Latif (School of Management, University of Science and Technology of China, Hefei, China)
Abdul Karim Khan (Department of Business Administration, United Arab Emirates University, Al Ain, United Arab Emirates)
Hussain Tariq (NUST Business School, National University of Sciences and Technology, Islamabad, Pakistan)
Hirra Pervez Butt (School of Management, University of Science and Technology of China, Hefei, China)
Asfia Obaid (NUST Business School, National University of Sciences and Technology, Islamabad, Pakistan)
Naukhez Sarwar (NUST Business School, National University of Sciences and Technology, Islamabad, Pakistan)

Journal of Knowledge Management

ISSN: 1367-3270

Article publication date: 9 July 2020

Issue publication date: 3 September 2020

2140

Abstract

Purpose

This study aims to explore an interpersonal predictor of coworkers-directed knowledge hiding behavior – the leader–member exchange social comparison (LMXSC). This study integrates leader–member exchange literature with social comparison theory to hypothesize that an individual’s upward LMXSC is positively correlated with coworkers-directed knowledge hiding and that an individual’s feelings of envy are mediated by the relationship between upward LMXSC and coworkers-directed knowledge hiding behavior. Also, this study proposes two-way and three-way interaction patterns of goal interdependence, which can influence LMXSC–envy relationships.

Design/methodology/approach

Two independent studies are conducted to test the hypothesized relationships. In Study 1, the authors collected multi-wave data from a large public sector university in China (N = 1,131). The authors then replicated the Study 1 findings by collecting multi-source and multi-wave data from a telecom company based in China (n = 379).

Findings

The authors found support across both studies for the idea that upward LMXSC is a possible interpersonal predictor of coworkers-directed knowledge hiding behavior. More specifically, it was found that feelings of envy ensue from upward LMXSC, resulting in further coworkers-directed knowledge hiding behavior. Further, this study shows that the influence of upward LMXSC on knowledge hiding behavior via feelings of envy was weaker (stronger) when employees have high (low) cooperative goal interdependence with coworkers, respectively, and when employees have low (high) competitive goal interdependence with the coworkers, respectively.

Originality/value

This study extends current knowledge management literature by introducing LMXSC as an interpersonal predictor of coworkers-directed knowledge hiding behavior. This will help practitioners to curb such counterproductive behavior.

Keywords

Acknowledgements

The authors would like to thank their action editor and two anonymous reviewers who all provided invaluable assistance with the shaping of the ideas and the writing in this work. The first three authors contributed equally to this project.

Citation

Weng, Q., Latif, K., Khan, A.K., Tariq, H., Butt, H.P., Obaid, A. and Sarwar, N. (2020), "Loaded with knowledge, yet green with envy: leader–member exchange comparison and coworkers-directed knowledge hiding behavior", Journal of Knowledge Management, Vol. 24 No. 7, pp. 1653-1680. https://doi.org/10.1108/JKM-10-2019-0534

Publisher

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Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

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