How and when abusive supervision influences knowledge hiding behavior: evidence from India
Department or Administrative Unit
This study aims to investigate the differential roles of self-esteem and co-rumination in the mediated relationship between abusive supervision and knowledge hiding via psychological safety.
The study used a three-wave time-lagged design and data were collected from 388 full-time employees in India.
The results show that psychological safety mediated the impact abusive supervision had on knowledge hiding. Further, this impact was weakened by higher self-esteem as employees with higher self-esteem were less affected by the impact of abusive supervision on psychological safety and knowledge hiding; but this impact was amplified by more co-rumination as employees who co-ruminated more were also more affected by abusive supervision in psychological safety and knowledge hiding.
A cross-sectional design and the use of self-reported questionnaires are a few limitations of this study.
This study took a purposeful deviation from the traditional path of organizational justice to the study of abusive supervision and psychological safety and endeavored an alternate route, one of resource conservation. Further, employees have diverse reasons that heighten or dampen their inclination to hide knowledge from others in the workplace. The study examines co-rumination and self-esteem as possible boundary conditions.
Agarwal, U. A., Avey, J., & Wu, K. (2021). How and when abusive supervision influences knowledge hiding behavior: evidence from India. Journal of Knowledge Management, 26(1), 209–231. https://doi.org/10.1108/jkm-10-2020-0789
Journal of Knowledge Management
Copyright © 2021, Emerald Publishing Limited