Evasive (knowledge) hiding and task performance: the moderating role of accumulative job resources

Abstract

PurposeBuilding on the premise of conservation of resources theory (COR) that people protect their knowledge as a resource, the authors questioned whether the contextual nature of job resources buffers the counterintuitive positive relationship between evasive knowledge hiding (KH) and task performance.Design/methodology/approachTwo multisource field survey studies were conducted to examine the moderating influence of task-job resources on the knowledge hiders' task performance. Hierarchical regression analyses tested the main effect of evasive KH on task performance. In addition, conditional process analyses were applied to examine two-way and three-way interactions of evasive KH, job autonomy and task variety.FindingsThe data analysis showed a positive relationship between evasive KH and task performance. Moreover, the authors found that employees receiving accumulative task-job resources continued to hide knowledge and used abundant resources to increase their task performance further. However, contrary to expectations, for employees—who received partial task-job resources—their task performance deteriorated when evasively hiding knowledge.Practical implicationsManagers and human resource practitioners should acknowledge that employees' evasive KH to co-workers is not always wrong and should not be treated like it is. Moreover, they are endorsed to pay attention and invest in job resources since job autonomy and task variety create a beneficial context for knowledge holders' task performance.Originality/valueThe authors provided novel theoretical (the gain-loss perspective of COR theory) and consistent empirical (confirmed by two field-study evidence) arguments for an important contextual role of an HRM practice of job design in shaping the underrepresented knowledge behavior–task performance relationship.