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Impact of human resources management practices on workplace knowledge-hiding behaviour

Impact of human resources management practices on workplace knowledge-hiding behaviour Knowledge can be a strategic asset for organisations, particularly for knowledge-intensive organisations. Drawing from social exchange theory (SET), this study examines the direct relationship between human resources management (HRM) practices and workplace knowledge-hiding behaviour (WKHB). This study analyse data obtained from 270 organisational employees in the telecommunication and information technology sector in Jordan using a quantitative approach and applying partial least squares structural equation modelling with bootstrap resampling. The findings suggest that HRM practices reduce knowledge-hiding behaviour in terms of recognition, fair rewards, competence development, and information-sharing practices. In addition, this study found that employee education is positively related to workplace knowledge-hiding behaviour: higher-educated employees hide information more than their counterparts. These findings offer a better understanding of the relationship between HRM practices and workplace knowledge-hiding behaviour in a developing country context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Knowledge Management Studies Inderscience Publishers

Impact of human resources management practices on workplace knowledge-hiding behaviour

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Publisher
Inderscience Publishers
Copyright
Copyright © Inderscience Enterprises Ltd
ISSN
1743-8268
eISSN
1743-8276
DOI
10.1504/IJKMS.2020.109093
Publisher site
See Article on Publisher Site

Abstract

Knowledge can be a strategic asset for organisations, particularly for knowledge-intensive organisations. Drawing from social exchange theory (SET), this study examines the direct relationship between human resources management (HRM) practices and workplace knowledge-hiding behaviour (WKHB). This study analyse data obtained from 270 organisational employees in the telecommunication and information technology sector in Jordan using a quantitative approach and applying partial least squares structural equation modelling with bootstrap resampling. The findings suggest that HRM practices reduce knowledge-hiding behaviour in terms of recognition, fair rewards, competence development, and information-sharing practices. In addition, this study found that employee education is positively related to workplace knowledge-hiding behaviour: higher-educated employees hide information more than their counterparts. These findings offer a better understanding of the relationship between HRM practices and workplace knowledge-hiding behaviour in a developing country context.

Journal

International Journal of Knowledge Management StudiesInderscience Publishers

Published: Jan 1, 2020

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