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Studio ob 17h: Zaposleni na prvem mestu (… o sodelovanju in skrivanju znanja) August 15, 2018

Posted by Miha Škerlavaj in knowledge hiding.
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V ponedeljek 13.8.2018 je Radio Slovenia v Studiu ob 17h izpostavil temo skrivanja znanja med zaposlenimi v kontekstu pogovora med novinarko Majo Derčar, predstavnico Zdruzenja Manager Sašo Mrak, ter predstavnicama podjetij Danfoss Trata (Marjana Krajnc) in SIJ (Sara Wagner). Sogovornice so se pogovarjale o pomenu sodelovanja da znanje zaživi. Od 23:45 pa se mojih pet centov na temo raziskav, ki jih delamo s sodelavci v Sloveniji in po svetu na temo skrivanja znanja, razlogov za ta do sedaj nekoliko spregledani pojav in načinov kako ga preseči.

Povzetek oddaje:

Slovensko gospodarstvo na zunaj deluje kot dobro naoljen stroj. Vendar se konkurenčnost in produktivnost naše države le stežka premikata navzgor po mednarodno primerljivih lestvicah, in to kljub izobraženim in kompetentnim zaposlenim. Resnica je namreč, da zaposleni niso ne zadovoljni in ne motivirani. Vodilni v podjetjih so jih dolgo časa zanemarjali. “Zaposleni so samoumevni.” Nič več. Ti časi so mimo. Človeški kapital v družbi znanja je najdragocenejša dobrina in Slovenci šele odkrivamo, kako jo gojiti in razvijati.

Povezava na oddajo (tema skrivanja znanja od 23:45).

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Tell me if you can: time pressure, prosocial motivation, perspective taking, and knowledge hiding June 28, 2018

Posted by Miha Škerlavaj in journal article, knowledge hiding, perspective taking, time pressure.
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Welcome to read our recent publication on knowledge hiding, that aims to contribute to the nomological network of knowledge hiding construct by expanding the list of antecedents and contingencies to time pressure, prosocial motivation, and perspective taking.

Below is the abstract:

The belief that knowledge actually expands when it is shared has been deeply rooted in the mainstream knowledge management literature. Although many organizations and managers expect employees to share their knowledge with their colleagues, this does not always occur. This study aims to use the conservation of resources theory to explain why employees who experience greater time pressure are more likely to engage in knowledge hiding; it further considers how this behavior may be moderated by these employees’ prosocial motivation and perspective taking. The paper uses quantitative multi-study research design as a combination of two-wave field study among 313 employees at an insurance company and a lab experimental study. In the field study (Study 1), the authors find that perceived time pressure is positively related to knowledge hiding. Furthermore, this relationship is moderated by prosocial motivation: employees who perceive greater time pressure hide knowledge only when they are low in prosocial motivation. An experiment (Study 2) replicates these findings, and finds that perspective taking mediates the moderating effect of prosocial motivation on the relationship between time pressure and knowledge hiding.

Reference:

Škerlavaj, M., Connelly, C. E., Cerne, M., & Dysvik, A. (2018). Tell me if you can: time pressure, prosocial motivation, perspective taking, and knowledge hiding. Journal of Knowledge Management, https://doi.org/10.1108/JKM-05-2017-0179.

Cultural intelligence, knowledge hiding, & individual and team creativity August 28, 2017

Posted by Miha Škerlavaj in cultural intelligence, experiment, field study, innovation, knowledge hiding, team.
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Working across cultures is a thing of past, present, and hopefully also future. The question is now what contributes to good knowledge and innovation processes in such context. Sabina Bogilovic, Matej Cerne and Miha Skerlavaj in their article Hiding behind the mask? published in latest European journal of Work and Organizational Psychology argue that it is the cultural intelligence that enables both individuals and their teams to overcome social categorization, decrease knowledge hiding and improve creative outcomes.

Culturally diverse colleagues can be valuable sources for stimulating creativity at work, yet only if they decide to share their knowledge. Drawing on the social exchange theory, we propose that cross-cultural interactions among individuals from different national backgrounds can act as a salient contingency in the relationship between knowledge hiding and creativity (individual and team). We further suggest, based on the social categorization theory (e.g., the categorization process of “us” against “them” based on national differences), that cultural intelligence enhances the likelihood of high-quality social exchanges between culturally diverse individuals and, therefore, remedies the otherwise negative relationship between individual knowledge hiding and individual creativity. Two studies using field and experimental data offer consistent support for this argument. First, a field study of 621 employees nested among 70 teams revealed that individual knowledge hiding is negatively related to individual creativity and that cultural intelligence moderates the relationship between knowledge hiding and creativity at an individual level. A quasi-experimental study of 104 international students nested in 24 teams replicated and extended these findings by implying that individual knowledge hiding is also negatively related to team creativity. We discuss the implications for practice and future research.

HRMJ – knowledge hiding and innovative work behavior April 7, 2017

Posted by Miha Škerlavaj in innovation, job design, knowledge hiding.
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In our recent study published at the Human Resource Management Journal and special issue on HRM and innovation, we show that job design (task interdependence and autonomy) and mastery climates can reduce the negative association between knowledge hiding and innovative work behavior.

This study investigates the multilevel interplay among team-level, job-related, and individual characteristics in stimulating employees innovative work behavior (IWB) based on the theoretical frameworks of achievement goal theory (AGT) and job characteristics theory (JCT). A multilevel two-source study of 240 employees and their 34 direct supervisors in two medium-sized Slovenian companies revealed significant two- and threeway interactions, where a mastery climate, task interdependence, and decision autonomy moderated the relationship between knowledge hiding and IWB. When employees hide knowledge, a team mastery climate only facilitates high levels of IWB if accompanied by either high task interdependence or high decision autonomy. In the absence of one of these job characteristics, knowledge hiding prevents higher levels of IWB
even in the case of strong team mastery climate. The results suggest that multiple job design antecedents are necessary to neutralize the negative influence of knowledge hiding on micro-innovation processes within organizations.

Journal of Organizational Behavior – Special Issue on knowledge hiding December 8, 2016

Posted by Miha Škerlavaj in knowledge hiding.
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jobTo all the researchers interested in better understanding of knowledge hiding, here is the link to the special issue of Journal of Organizational Behavior. Guest editors Catherine Connelly, Anders Dysvik, Miha Skerlavaj, and Matej Cerne are interested in both quantitative and qualitative work that advances the field. Submission deadline December 1st, 2017. Welcome!

Interview in Advantage February 24, 2016

Posted by Miha Škerlavaj in change management, creativity, innovation, interviews, knowledge hiding, leadership.
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Advantage 2016Advantage (BI alumni magazine) is out. Among many interesting reads, featuring an interview with my humble self. A really good opportunity for a bit of self-reflection when engaged with such a thoughtful conversationist. https://issuu.com/bi_business_school/docs/advantage

 

AMJ paper on knowledge hiding published February 27, 2014

Posted by Miha Škerlavaj in creativity, journal, knowledge hiding, mastery climate.
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Here we go, our eagerly expected Academy of Management Journal paper on knowledge hiding and creativity has been just released in print in the February 2014 issue. Welcome to read and comment!

Punished for witholding knowledge @ BI Leadership magazine November 15, 2013

Posted by Miha Škerlavaj in creativity, knowledge hiding.
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In the BI Leadership Magazine 2013/14, Matej Cerne, Christina Nerstad, Anders Dysvik and myself published a practitioner-oriented paper on the forthcoming February 2014 Academy of Management Journal article on knowledge hiding, motivational climate and creativity called Punished for withholding knowledge.

Media coverage on AMJ article in Slovenia and Norway June 11, 2013

Posted by Miha Škerlavaj in creativity, knowledge hiding.
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In essence, I see the point in our work about the positive impact we’d like to make to the lives of individuals at work as well as business performance. So I am really happy to see that Academy of Management Journal  publication on detrimental effects of knowledge hiding for ones own creativity got really wide media coverage in Norway as well as some in Slovenia.

Below are the links to publications in Norwegian and Slovenian press:

Publication in the AMJ January 4, 2013

Posted by Miha Škerlavaj in creativity, journal, knowledge hiding.
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AMJ_cover_blankThanks to a wonderful group of co-authors and friends from Slovenia and Norway, amazingly developmental feedback from the three anonymous reviewers and AMJ associate editor Adam Grant, we got accepted our first Academy of Management Journal publication:

ČERNE, Matej, NERSTAD, Christina, DYSVIK, Anders, ŠKERLAVAJ, Miha (Forthcomming): What goes around comes around: Knowledge hiding, perceived motivational climate, and creativity.  Academy of Management Journal. 

Here is the abstract for those interested:

Knowledge hiding prevents colleagues from generating creative ideas, but it may also have negative consequences for the creativity of the knowledge hider. Drawing on social exchange theory, we propose that when employees hide knowledge, they trigger a reciprocal distrust loop in which coworkers are unwilling to share knowledge with them. We further suggest that these effects are contingent on the motivational climate such that the negative effects of hiding knowledge on one’s own creativity are enhanced in a performance climate and attenuated in a mastery climate. A field study of 240 employees, nested into 34 groups, revealed a negative relationship between knowledge hiding and the knowledge hider’s creativity as well as the moderating role of a mastery climate. Study 2 replicated these findings in an experimental study of 132 undergraduate students, testing a reciprocal distrust loop and comparing it with an alternative intra-psychic explanatory process based on situational regulatory focus. Implications for practice and future research are discussed.

You never forget your first time! 🙂

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