Altruistic leadership and its role in reducing knowledge hiding: the mediating effects of team learning and knowledge culture

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F46747885%3A24310%2F24%3A00012572" target="_blank" >RIV/46747885:24310/24:00012572 - isvavai.cz</a>

Výsledek na webu

<a href="https://www.sciencedirect.com/science/article/pii/S2444569X24001318?via%3Dihub" target="_blank" >https://www.sciencedirect.com/science/article/pii/S2444569X24001318?via%3Dihub</a>

DOI - Digital Object Identifier

<a href="http://dx.doi.org/10.1016/j.jik.2024.100592" target="_blank" >10.1016/j.jik.2024.100592</a>

Jazyk výsledku

angličtina

Název v původním jazyce

Altruistic leadership and its role in reducing knowledge hiding: the mediating effects of team learning and knowledge culture

Popis výsledku v původním jazyce

Leadership can play an important role in knowledge hiding. This study investigated the unexplored impact of altruistic leadership (AL) on knowledge hiding by assessing the mediating role of team learning (TL) and knowledge culture (KC) in this relationship. Structural equation modeling was used to test 14 hypotheses based on primary data from 368 surveyed Slovakian companies representing diverse enterprises. Data were gathered from various companies spanning a range of industries, including manufacturing, education, wholesale and retail, construction, and information technology. Of these, 164 were from micro-enterprises, 114 were from small enterprises, 67 were from medium-sized enterprises, and 23 were from large enterprises. This article reveals how AL can mitigate the negative effects of knowledge hiding by supporting TL and cultivating a KC. These findings indicate that leaders who exhibit altruistic behavior positively influence TL, enhancing KC and reducing instances of knowledge hiding. The primary data tested in our model confirm that selfless leadership reduces knowledge hiding by encouraging TL and KC. This suggests that, when selecting team leaders, their level of altruism should be considered. The roles of TL and KC in promoting knowledge sharing within organizations and emphasizing the importance of team effectiveness and mutual communication are crucial. This study contributes to the existing literature by examining the direct impact of AL on knowledge-hiding behavior, demonstrating how AL promotes TL and a knowledge-sharing culture, thereby eliminating knowledge hiding, including the practical implications. Future qualitative studies and research extending to other locations could help deepen our understanding of these relationships and incorporate additional concepts and factors.

Název v anglickém jazyce

Altruistic leadership and its role in reducing knowledge hiding: the mediating effects of team learning and knowledge culture

Popis výsledku anglicky

Leadership can play an important role in knowledge hiding. This study investigated the unexplored impact of altruistic leadership (AL) on knowledge hiding by assessing the mediating role of team learning (TL) and knowledge culture (KC) in this relationship. Structural equation modeling was used to test 14 hypotheses based on primary data from 368 surveyed Slovakian companies representing diverse enterprises. Data were gathered from various companies spanning a range of industries, including manufacturing, education, wholesale and retail, construction, and information technology. Of these, 164 were from micro-enterprises, 114 were from small enterprises, 67 were from medium-sized enterprises, and 23 were from large enterprises. This article reveals how AL can mitigate the negative effects of knowledge hiding by supporting TL and cultivating a KC. These findings indicate that leaders who exhibit altruistic behavior positively influence TL, enhancing KC and reducing instances of knowledge hiding. The primary data tested in our model confirm that selfless leadership reduces knowledge hiding by encouraging TL and KC. This suggests that, when selecting team leaders, their level of altruism should be considered. The roles of TL and KC in promoting knowledge sharing within organizations and emphasizing the importance of team effectiveness and mutual communication are crucial. This study contributes to the existing literature by examining the direct impact of AL on knowledge-hiding behavior, demonstrating how AL promotes TL and a knowledge-sharing culture, thereby eliminating knowledge hiding, including the practical implications. Future qualitative studies and research extending to other locations could help deepen our understanding of these relationships and incorporate additional concepts and factors.

Druh

J_imp - Článek v periodiku v databázi Web of Science

CEP obor

—

OECD FORD obor

50204 - Business and management

Projekt

—

Návaznosti

S - Specificky vyzkum na vysokych skolach

Rok uplatnění

2024

Kód důvěrnosti údajů

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Název periodika

Journal of Innovation & Knowledge

ISSN

2530-7614

e-ISSN

—

Svazek periodika

9

Číslo periodika v rámci svazku

4

Stát vydavatele periodika

ES - Španělské království

Počet stran výsledku

15

Strana od-do

1-15

Kód UT WoS článku

001340987100001

EID výsledku v databázi Scopus

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