Tag Archive for: knowledge management

Mental strain in the hospitality sector: do knowledge hiding and quiet quitting mediate the path in the wake of mobbing?

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Purpose

Mobbing is a serious problem with major consequences for workers’ health and company productivity. This study aims to examine the impact of workplace mobbing on the mental well-being of employees, with a specific focus on knowledge hiding and quiet quitting as sequential mediators. Using social exchange theory (SET), this study aims to clarify the consequences of toxic workplace environments, both in terms of knowledge-related actions and employee psychological states, in a hospitality setting.

Design/methodology/approach

The authors conduct two studies, taking a quantitative approach to generalize the findings. Study 1 is conducted in a hospitality setting, focusing on employees (n = 298), and Study 2 is a survey of general working staff (n = 183). In both cases, partial least squares structural equation modeling (PLS-SEM) is used to analyse the direct and indirect relationships among the variables.

Findings

The findings indicate that workplace mobbing significantly affects knowledge hiding and quiet quitting behaviours. In addition, knowledge hiding significantly mediates the relationship between workplace mobbing and quiet quitting, further mediating the relationship between knowledge hiding and employee mental well-being. These findings highlight the cascading effect of mobbing on knowledge management dynamics as well as the mental health of employees.

Research limitations/implications

The evidence extracted from the findings underscores the necessity for targeted interventions that prevent workplace mobbing and discourage knowledge hiding and quiet quitting behaviours. Organizations, especially service-oriented firms, should promote knowledge exchange behaviour based on a culture established on trust.

Originality/value

This study makes a significant contribution to the field of knowledge management by revealing the sequential pathway that connects workplace mobbing with mental well-being through knowledge hiding and quiet quitting. It highlights the detrimental impact of toxic social interactions on employee mental health and organizational knowledge flows.

Sadiq, M., Leong, M., Khan, A., Rozsa, Z., & Ferraris, A. (2025). Mental strain in the hospitality sector: do knowledge hiding and quiet quitting mediate the path in the wake of mobbing? [; Early Access]. Journal of Knowledge Management, 21. https://doi.org/10.1108/jkm-05-2025-0660 

Detrimental impact of abusive leadership on knowledge workers’ productivity: evidence from higher education sector

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Purpose

Drawing on Nonaka’s knowledge creation (KC) theory, this study aims to argue and examine how hampered knowledge sharing (KS) decreases KC and knowledge utilization (KU), which, in turn, mitigates KU to inhibit productivity. Accordingly, this study also aim to investigate how KS and KC mediate between the impact of abusive leadership on KU to hamper knowledge-worker productivity (KWP).

Design/methodology/approach

Data were collected from 263 faculty members across Higher Education Institutions in Pakistan. The Covariance-based Structural Equation Modelling technique was used in AMOS v.26 to test the proposed hypothesis.

Findings

The results revealed that abusive supervision impedes KU directly and indirectly via KC and KS, decreasing KWP.

Originality/value

Through Drucker’s KWP, this study delves into mechanisms on how abusive leadership directly mitigates KU, leading to hampered KWP. We further contribute to the knowledge-management literature through Nonaka’s theory of how KS and KC mediate the negative relationship between abusive leadership and KU, leading to hampered KWP.

Ahmed, Q., Sumbal, M. S., Shujahat, M., Raziq, M. M., & Rozsa, Z. (2025). Detrimental impact of abusive leadership on knowledge workers’ productivity: evidence from higher education sector. International Journal of Emerging Markets, 1–23. https://doi.org/10.1108/IJOEM-01-2023-0046 

Building a knowledge sharing climate amid shadows of sabotage: a microfoundational perspective into job satisfaction and knowledge sabotage

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Drawing on the microfoundations theory and rational choice sociology, this study aims to investigate knowledge sharing microfoundations through knowledge sabotage behaviours in the workplace. As such, it aims to shed light on the adverse impact of knowledge sabotage on a knowledge-sharing climate.

Design/methodology/approach

As a quantitative deductive study, it is based on information collected from 329 employees of European companies by self-administered online surveys. Data validity and reliability has been assessed through a confirmatory factor analysis, and data analysis was carried out by using a covariance-based structural equation modelling technique.

Findings

The findings from the empirical investigation supported the baseline hypotheses of the multilevel conceptual model, which is the positive relationship between organizational trust and environmental knowledge sharing. Then, recurring to a microfoundational exploration, this study supports the mediating indirect effect of job satisfaction and knowledge sabotage in affecting knowledge sharing as a social outcome.

Research limitations/implications

This study concurs to broaden knowledge-sharing awareness among scholars and practitioners, by focusing on knowledge sabotage as its most pernicious counterproductive behaviour. Furthermore, this research provides valuable guidance for the future development of research based on multilevel investigations.

Originality/value

This study builds on the need to explore the numerous factors that affect knowledge sharing in economic organizations, specifically focusing on knowledge sabotage. Adapting Coleman’s bathtub, the authors advance the first multilevel conceptual model used to unveil the knowledge sharing microfoundations from the perspective of a counterproductive knowledge behaviour.

Keywords

knowledge sharing, knowledge sabotage, knowledge management, job satisfaction, trust, microfoundation, rational choice theory, knowledge-based view

Source

Perotti, F. A., Rozsa, Z., Kuděj, M., & Ferraris, A. (2024). Building a Knowledge Sharing Climate Amid Shadows of Sabotage: A Microfoundational Perspective into Job Satisfaction and Knowledge Sabotage. Journal of Knowledge Management, ahead-of-print(ahead-of-print). https://doi.org/10.1108/JKM-03-2023-0262