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.
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:
- Knowledge hiding can be harmful for business – article in Dnevnik, Slovenian popular paper
- A million euro guy – coverage in Finance – Slovene popular finance daily paper here (free registration needed)
- in Hegnar.no
- Ukeavisen Ledelse
- Aftenposten (written by a well-known Norwegian journalist Katrine Aspaas) – p. 1 and p. 2,
- and Dagens Næringsliv (a leading Norwegian business daily!) – p. 1 and p. 2.
Thanks 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! 🙂
Off to Boston, in few days. Sincerely looking forward to visit this vibrant city once again. Even more so I expect with great enthusiasm the ‘Olympics of Management’ – annual Academy of Management Meeting. This year my schedule is particularly busy – among many meeting with dear colleagues and friends, with many of whom we have on-going or future research projects, I am also co-authoring two of the presentations in the conference program:
- Černe, M., Nerstad, C., & Škerlavaj, M.: Don’t come around here no more: Knowledge hiding, perceived motivational climate, and creativity (Best Conference Paper Proceedings).
- Černe, M., Jaklič, M., & Škerlavaj, M.: Decoupling management and technological innovation: Unveiling the individualism-collectivism controversy.
Today, we (that is Matej Černe, Christina Nerstad, and Anders Dysvik) held a research seminar on an article that we will present at the Academy of Management Conference 2012, Boston, MA. It has also been chosen for the publication in Best paper conference proceedings. Its’ central idea is that knowledge hiding of an individual creates a so-called distrust loop which in turn damages one’s self creativity (not just creativity of coworkers). And performance climate just makes things worse (to put it in simple terms). However, that there is a cure for that called a mastery climate – a climate that promotes development, growth and collaboration among colleagues. Great discussions and most helpful comments from the colleagues from Department of Leadership and Organisational Behavior, BI Norwegian Business School.