 An alternative way to predict knowledge hiding: The lens of transformational leadershipVeronica Scuotto, Chiara Nespoli, Phuong Tra Tran and Giuseppe Cappiello Journal of Business Research, 2022, vol. 140, issue C, 76-84 Abstract: The present study explores one of the biggest causes of the lack of organizational knowledge creation: knowledge hiding (KH). KH can be provoked by the deviant and detached behaviours of leaders and/or the motivations of employees. In this context, leaders assume a key role in reducing the effect of KH. Through the lens of transformational leadership (TL), a sample of 758 European SMEs with a total number of 2,232 employees operating in a knowledge-intensive sector is investigated. The scope is to evaluate the correlation between the three main characteristics of transformational leadership (i.e., trust, a collaborative environment, and the involvement of employees) and the phenomenon of KH through a logistic regression analysis. It emerges that TL can influence the organizational context and redefine the behaviours related to KH. In addition, empathic leadership can provide added value for companies since a collaborative environment and common objectives reduce the level of KH. Keywords: Knowledge Hiding; Transformational leadership; Trust; Collaborative environment; Logistic regression model (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:140:y:2022:i:c:p:76-84 DOI: 10.1016/j.jbusres.2021.11.045 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
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