Withholding the Ace: The Individual- and Unit-Level Performance Effects of Self-Reported and Perceived Knowledge Hoarding

Published Online:https://doi.org/10.1287/orsc.2014.0945

References

  • Ardichvili A, Page V, Wentling T (2003) Motivation and barriers to participation in virtual knowledge-sharing communities of practice. J. Knowledge Management 7(1):64–77.CrossrefGoogle Scholar
  • Argote L, Ingram P (2000) Knowledge transfer in organizations: A basis for competitive advantage in firms. Organ. Behav. Human Decision Processes 82(1):150–169.CrossrefGoogle Scholar
  • Argote L, McEvily B, Reagans R (2003) Managing knowledge in organizations: An integrative framework and review of emerging themes. Management Sci. 49(4):571–582.LinkGoogle Scholar
  • Ashforth BE, Mael F (1989) Social identity theory and the organization. Acad. Management Rev. 14(1):20–39.CrossrefGoogle Scholar
  • Barney JB, Wright PM (1998) On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human Resource Management 37(1):31–46.CrossrefGoogle Scholar
  • Baron RM, Kenny DA (1986) The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. J. Personality Soc. Psych. 51(6): 1173–1182.CrossrefGoogle Scholar
  • Bartlett C, Ghoshal S (2002) Managing Across Borders: The Transnational Solution (Harvard Business Press, Boston).Google Scholar
  • Blau PM (1964) Exchange and Power in Social Life (John Wiley & Sons, New York).Google Scholar
  • Bliese PD (2000) Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. Klein KJ, Kozlowski SW, eds. Multilevel Theory, Research, and Methods in Organizations (Jossey-Bass, San Francisco), 349–381.Google Scholar
  • Bock GW, Kim YG (2002) Breaking the myths of rewards: An exploratory study of attitudes about knowledge sharing. Inform. Resources Management J. 15(2):14–21.CrossrefGoogle Scholar
  • Bock GW, Zmud RW, Kim TG, Lee JN (2005) Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social-psychological forces, and organizational climate. MIS Quart. 29(1):87–111.CrossrefGoogle Scholar
  • Brass DJ (1984) Being in the right place: A structural analysis of individual influence in an organization. Admin. Sci. Quart. 29(4): 518–539.CrossrefGoogle Scholar
  • Brown JS, Duguid P (1991) Organizational learning and communities-of-practice: Towards a unified view of working, learning, and innovation. Organ. Sci. 2(1):40–57.CrossrefGoogle Scholar
  • Burkhardt ME, Brass DJ (1990) Changing patterns or patterns of change: The effects of a change in technology on social network structure and power. Admin. Sci. Quart. 35(1):104–127.CrossrefGoogle Scholar
  • Burt RS (1992) Structural Holes: The Social Structure of Competition (Harvard University Press, Cambridge, MA).CrossrefGoogle Scholar
  • Burt RS (1997) The contingent value of social capital. Admin. Sci. Quart. 42(2):339–365.CrossrefGoogle Scholar
  • Burt RS (2004) Structural holes and good ideas. Amer. J. Sociol. 110(2):349–399.CrossrefGoogle Scholar
  • Conger JA, Kanungo RN (1988) The empowerment process: Integrating theory and practice. Acad. Management Rev. 13(3):471–482.CrossrefGoogle Scholar
  • Cook KS, Emerson RM (1978) Power, equity, and commitment in exchange networks. Amer. Sociol. Rev. 27(5):31–40.Google Scholar
  • Cross R, Cummings J (2004) Tie and network correlates of individual performance in knowledge-intensive work. Acad. Management J. 47(6):928–937.CrossrefGoogle Scholar
  • Deal JJ (2000) Gender differences in the intentional use of information in competitive negotiations. Small Group Res. 31(6): 702–723.CrossrefGoogle Scholar
  • DeNisi AS, Cafferty TP, Meglino BM (1984) A cognitive view of the performance appraisal process: A model and research propositions. Organ. Behav. Human Performance 33(3):360–396.CrossrefGoogle Scholar
  • Dyer JH, Chu W (2000) The determinants of trust in supplier-automaker relationships in the U.S., Japan and Korea. J. Internat. Bus. Stud. 31(2):259–285.CrossrefGoogle Scholar
  • Dyer JH, Nobeoka K (2000) Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management J. 21(3):345–367.CrossrefGoogle Scholar
  • Eisenhardt KM (1989) Agency theory: An assessment and review. Acad. Management Rev. 14(1):57–74.CrossrefGoogle Scholar
  • Emerson RM (1962) Power-dependence relations. Amer. Sociol. Rev. 27(1):31–40.CrossrefGoogle Scholar
  • Faraj S, Sproull L (2000) Coordinating expertise in software development teams. Management Sci. 46(12):1554–1568.LinkGoogle Scholar
  • Foa EB, Foa UG (1980) Resource theory: Interpersonal behavior as exchange. Gergen KJ, Greenberg MS, Willis RH, eds. Social Exchange: Advances in Theory and Research (Plenum, New York), 77–102.CrossrefGoogle Scholar
  • Gigone D, Hastie R (1993) The common knowledge effect: Information sharing and group judgment. J. Personality Soc. Psych. 65(5):959–974.CrossrefGoogle Scholar
  • Gouldner AW (1960) The norm of reciprocity: A preliminary statement. Amer. Sociol. Rev. 25(2):161–178.CrossrefGoogle Scholar
  • Grant RM (1996) Toward a knowledge-based theory of the firm. Strategic Management J. 17(S2):109–122.CrossrefGoogle Scholar
  • Groysberg B, Lee L-E, Nanda A (2008) Can they take it with them? The portability of star knowledge workers' performance: Myth or reality. Management Sci. 54(7):1213–1230.LinkGoogle Scholar
  • Haas MR (2006) Acquiring and applying knowledge in transnational teams: The roles of cosmopolitans and locals. Organ. Sci. 17(3):367–384.LinkGoogle Scholar
  • Haas MR, Park S (2010) To share or not to share? Professional norms, reference groups, and information withholding among life scientists. Organ. Sci. 21(4):873–891.LinkGoogle Scholar
  • Hansen MT (1999) The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Admin. Sci. Quart. 44(1):82–111.CrossrefGoogle Scholar
  • Hansen MT, Mors ML, Lovas B (2005) Knowledge sharing in organizations: Multiple networks, multiple phases. Acad. Management J. 48(5):776–793.CrossrefGoogle Scholar
  • Hargadon AB (2002) Brokering knowledge: Linking learning and innovation. Res. Organ. Behav. 24:41–85.CrossrefGoogle Scholar
  • Hargadon A, Sutton RI (1997) Technology brokering and innovation in a product development firm. Admin. Sci. Quart. 42(4): 716–749.CrossrefGoogle Scholar
  • Hayes AF, Preacher KJ, Myers TA (2011) Mediation and the estimation of indirect effects in political communication research. Bucy EP, Holbert RL, eds. The Sourcebook for Political Communication Research: Methods, Measures, and Analytical Techniques (Routledge, New York), 434–465.Google Scholar
  • Hofmann DA (2002) Issues in multilevel research: Theory development, measurement, and analysis. Rogelberg SG, ed. Handbook of Research Methods in Industrial and Organizational Psychology (Blackwell, New York), 247–274.CrossrefGoogle Scholar
  • Homans GC (1950) The Human Group (Harcourt, Brace & World, New York).Google Scholar
  • Homans GC (1958) Social behavior as exchange. Amer. J. Sociol. 63(6):597–606.CrossrefGoogle Scholar
  • Inkpen AC, Beamish PW (1997) Knowledge, bargaining power, and the instability of international joint ventures. Acad. Management Rev. 22(1):177–200.CrossrefGoogle Scholar
  • Inkpen AC, Tsang EWK (2005) Social capital, networks, and knowledge transfer. Acad. Management Rev. 30(1):146–165.CrossrefGoogle Scholar
  • Jacobs D (1974) Dependency and vulnerability: An exchange approach to the control of organizations. Admin. Sci. Quart. 19(1):45–59.CrossrefGoogle Scholar
  • Jehn KA (1995) A multimethod examination of the benefits and detriments of intragroup conflict. Admin. Sci. Quart. 40(2): 256–282.CrossrefGoogle Scholar
  • Kilduff M, Krackhardt D (1994) Bringing the individual back in: A structural analysis of the internal market for reputation in organizations. Acad. Management J. 37(1):87–108.CrossrefGoogle Scholar
  • Klein KJ, Dansereau F, Hall RJ (1994) Levels issues in theory development, data collection, and analysis. Acad. Management Rev. 19(2):195–229.CrossrefGoogle Scholar
  • LeBreton JM, Senter JL (2008) Answers to 20 questions about interrater reliability and interrater agreement. Organ. Res. Methods 11(4):815–852.CrossrefGoogle Scholar
  • Lepak DP, Takeuchi R, Snell SA (2003) Employment flexibility and firm performance: Examining the interaction effects of employment mode, environmental dynamism, and technological intensity. J. Management 29(5):681–703.Google Scholar
  • Levin DZ, Cross R (2004) The strength of weak ties you can trust: The mediating role of trust in effective knowledge transfer. Management Sci. 50(11):1477–1490.LinkGoogle Scholar
  • Lewis K, Herndon B (2011) Transactive memory systems: Current issues and future research directions. Organ. Sci. 22(5): 1254–1265.LinkGoogle Scholar
  • Lin HF (2007) Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions. J. Inform. Sci. 33(2): 135–149.CrossrefGoogle Scholar
  • Liden RC, Maslyn JM (1998) Multidimensionality of leader-member exchange: An empirical assessment through scale development. J. Management 24(1):43–72.Google Scholar
  • Mach M, Dolan S, Tzafrir S (2010) The differential effect of team members' trust on team performance: The mediation role of team cohesion. J. Occupational Organ. Psych. 83(3):771–794.CrossrefGoogle Scholar
  • Masterson SS, Lewis K, Goldman BM, Taylor MS (2000) Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships. Acad. Management J. 43(4):738–748.CrossrefGoogle Scholar
  • McEvily B, Perrone V, Zaheer A (2003) Trust as an organizing principle. Organ. Sci. 14(1):91–103.LinkGoogle Scholar
  • Molm LD, Peterson G, Takahashi N (2001) The value of exchange. Soc. Forces 80(1):159–184.CrossrefGoogle Scholar
  • Moreland RL, Myaskovsky L (2000) Exploring the performance benefits of group training: Transactive memory or improved communication? Organ. Behav. Human Decision Processes 82(1): 117–133.CrossrefGoogle Scholar
  • Mors ML (2010) Innovation in a global consulting firm: When the problem is too much diversity. Strategic Management J. 31(8):841–872.Google Scholar
  • Nonaka I, Takeuchi H (1995) The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (Oxford University Press, New York).CrossrefGoogle Scholar
  • Nyberg AJ, Fulmer IS, Gerhart B, Carpenter MA (2009) Agency theory Revisited: CEO returns and shareholder interest alignment. Acad. Management J. 53(5):1029–1049.CrossrefGoogle Scholar
  • Obstfeld D (2005) Social networks, the tertius iungens orientation, and involvement in innovation. Admin. Sci. Quart. 50(1): 100–130.CrossrefGoogle Scholar
  • Oldroyd JB, Morris SS (2012) Catching falling stars: A human resource response to social capital’s detrimental effect of information overload for star employees. Acad. Management Rev. 37(3):396–418.CrossrefGoogle Scholar
  • Osterloh M, Frey BS (2000) Motivation, knowledge transfer, and organizational forms. Organ. Sci. 11(5):538–550.LinkGoogle Scholar
  • Pelz DC, Andrews FM (1966) Scientists in Organizations: Productive Climates for Research and Development (John Wiley & Sons, New York).Google Scholar
  • Pfeffer J, Leong A (1977) Resource allocations in united funds: Examination of power and dependence. Soc. Forces 55(3): 775–790.CrossrefGoogle Scholar
  • Phillips KW, Mannix EA, Neale MA, Gruenfeld DH (2004) Diverse groups and information sharing: The effects of congruent ties. J. Experiment. Soc. Psych. 40(4):497–510.CrossrefGoogle Scholar
  • Podolny JM, Baron JN (1997) Resources and relationship: Social networks and mobility in the workplace. Amer. Sociol. Rev. 62(5): 673–693.CrossrefGoogle Scholar
  • Podsakoff NP, Whiting SW, Podsakoff PM, Blume BD (2009) Individual- and organizational-level consequences of organizational citizenship behavior: A meta-analysis. J. Appl. Psych. 94(1):122–141.CrossrefGoogle Scholar
  • Podsakoff NP, Whiting SW, Podsakoff PM, Mishra P (2011) Effects of organizational citizenship behaviors on selection decisions in employment interviews. J. Appl. Psych. 96(2):310–326.CrossrefGoogle Scholar
  • Preacher KJ, Hayes AF (2004) SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behav. Res. Methods, Instruments, Comput. 36(4):717–731.CrossrefGoogle Scholar
  • Quigley NR, Tesluk PE, Locke EA, Bartol KM (2007) Multilevel investigation of the motivational mechanisms underlying knowledge sharing and performance. Organ. Sci. 18(1):71–88.LinkGoogle Scholar
  • Reagans R, McEvily B (2003) Network structure and knowledge transfer: The effects of cohesion and range. Admin. Sci. Quart. 48(2):240–267.CrossrefGoogle Scholar
  • Reagans R, Zuckerman E, McEvily B (2004) How to make the team: Social networks vs. demography as criteria for designing effective teams. Admin. Sci. Quart. 49(1):101–133.CrossrefGoogle Scholar
  • Ross SA (1973) The economic theory of agency: The principal’s problem. Amer. Econom. Rev. 63(2):134–139.Google Scholar
  • Rowley TJ, Greve HR, Rao H, Baum JAC, Shipilov AV (2005) Time to break up: Social and instrumental antecedents of firm exits from exchange cliques. Acad. Management J. 48(3):499–520.CrossrefGoogle Scholar
  • Semadeni M (2001) Toward a theory of knowledge arbitrage: Examining management consultants as knowledge arbiters and arbitragers. Buono AF, ed. Current Trends in Management, Research in Management Consulting, Vol. 1 (Information Age Publishing, Greenwich, CT), 43–67.Google Scholar
  • Shore LM, Barksdale K, Shore TH (1995) Managerial perceptions of employee commitment to the organization. Acad. Management J. 38(6):1593–1615.CrossrefGoogle Scholar
  • Simmel G (1950) The Sociology of Georg Simmel, translated and edited by Wolff KH (Free Press, Glencoe, IL).Google Scholar
  • Sparrowe RT, Liden RC, Wayne SJ, Kraimer ML (2001) Social networks and the performance of individuals and groups. Acad. Management J. 44(2):316–325.CrossrefGoogle Scholar
  • Stasser G, Titus W (1985) Pooling of unshared information in group decision making: Biased information sampling during discussion. J. Personality Soc. Psych. 48(6):1467–1478.CrossrefGoogle Scholar
  • Steinel W, Utz S, Koning L (2010) The good, the bad and the ugly thing to do when sharing information: Revealing, concealing and lying depend on social motivation, distribution and importance of information. Organ. Behav. Human Decision Processes 113(2):85–96.CrossrefGoogle Scholar
  • Szulanski G (1996) Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management J. 17(S2):27–43.CrossrefGoogle Scholar
  • Szulanski G (2000) The process of knowledge transfer: A diachronic analysis of stickiness. Organ. Behav. Human Decision Processes 82(1):9–27.CrossrefGoogle Scholar
  • Thompson JD (1967) Organizations in Action: Social Science Bases of Administrative Theory (Transaction Publishers, Piscataway, NJ).Google Scholar
  • Toma C, Butera F (2009) Hidden profiles and concealed information: Strategic information sharing and use in group decision making. Personality Soc. Psych. Bull. 35(6):793–806.CrossrefGoogle Scholar
  • Tsai W (2001) Knowledge transfer in intraorganizational networks: Effects of network position and absorptive capacity on business unit innovation and performance. Acad. Management J. 44(5):996–1004.CrossrefGoogle Scholar
  • Tsai W (2002) Social structure of “coopetition” within a multiunit organization: Coordination, competition, and intraorganizational knowledge sharing. Organ. Sci. 13(2):179–190.LinkGoogle Scholar
  • Tsui A, Wang D (2002) Employment relationships from the employer’s perspective: Current research and future directions. Cooper CL, Robertson IT, eds. International Review of Industrial and Organizational Psychology, Vol. 17 (John Wiley & Sons, Chichester, UK), 77–114.CrossrefGoogle Scholar
  • Umphress EE, Bingham JB (2011) When employees do bad things for good reasons: Examining unethical pro-organizational behaviors. Organ. Sci. 22(3):621–640.LinkGoogle Scholar
  • Uzzi B (1996) The sources and consequences of embeddedness for the economic performance of organizations: The network effect. Amer. Sociol. Rev. 61(4):674–698.CrossrefGoogle Scholar
  • Webster J, Brown G, Zweig D, Connelly CE, Brodt S, Sitkin S (2008) Beyond knowledge sharing: Withholding knowledge at work. Martocchio JJ, ed. Research in Personnel and Human Resources Management, Vol. 27 (Emerald Group Publishing, Bingley, UK), 1–37.CrossrefGoogle Scholar
  • Williams LJ, Anderson SE (1991) Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. J. Management 17(3):601–617.Google Scholar
  • Williamson OE (1979) Transaction-cost economics: The governance of contractual relations. J. Law Econom. 22(2):233–261.CrossrefGoogle Scholar
  • Wittenbaum GM, Hollingshead AB, Botero IC (2004) From cooperative to motivated information sharing in groups: Moving beyond the hidden profile paradigm. Comm. Monogr. 71(3):286–310.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.