What goes around comes around: knowledge hiding, perceived motivational climate, and creativity. Černe, M., Nerstad, C. G. L., Dysvik, A., & Škerlavaj, M. Academy of Management Journal, 57(1):172--192, Academy of Management, February, 2014. ![What goes around comes around: knowledge hiding, perceived motivational climate, and creativity [link]](https://bibbase.org/img/filetypes/link.svg "link")
Paper doi abstract bibtex Knowledge hiding prevents colleagues from generating creative ideas, but it may also have negative consequences for the creativity of a knowledge hider. Drawing on social exchange theory, we propose that when employees hide knowledge, they trigger a reciprocal distrust loop in which coworkers are unwilling to share knowledge with them. We further suggest that these effects are contingent on motivational climate, in such a way that the negative effects of an individual's hiding knowledge on his/her own creativity are enhanced in a performance climate and attenuated in a mastery climate. A field study of 240 employees nested in 34 groups revealed a negative relationship between knowledge hiding and knowledge hiders' creativity as well as a moderating role of a mastery climate. Study 2 replicated these findings in an experimental study of 132 undergraduate students, testing a reciprocal distrust loop and comparing it with an alternative intrapsychic explanatory process based on situational regulatory focus. Implications for practice and future research are discussed.
@article{citeulike:13114457,
abstract = {Knowledge hiding prevents colleagues from generating creative ideas, but it may also have negative consequences for the creativity of a knowledge hider. Drawing on social exchange theory, we propose that when employees hide knowledge, they trigger a reciprocal distrust loop in which coworkers are unwilling to share knowledge with them. We further suggest that these effects are contingent on motivational climate, in such a way that the negative effects of an individual's hiding knowledge on his/her own creativity are enhanced in a performance climate and attenuated in a mastery climate. A field study of 240 employees nested in 34 groups revealed a negative relationship between knowledge hiding and knowledge hiders' creativity as well as a moderating role of a mastery climate. Study 2 replicated these findings in an experimental study of 132 undergraduate students, testing a reciprocal distrust loop and comparing it with an alternative intrapsychic explanatory process based on situational regulatory focus. Implications for practice and future research are discussed.},
author = {\v{C}erne, Matej and Nerstad, Christina G. L. and Dysvik, Anders and \v{S}kerlavaj, Miha},
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doi = {10.5465/amj.2012.0122},
issn = {1948-0989},
journal = {Academy of Management Journal},
keywords = {competition, cooperation, hidden-knowledge, scientific-creativity, scientific-knowledge-sharing},
month = feb,
number = {1},
pages = {172--192},
posted-at = {2014-03-22 22:36:48},
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publisher = {Academy of Management},
title = {What goes around comes around: knowledge hiding, perceived motivational climate, and creativity},
url = {http://dx.doi.org/10.5465/amj.2012.0122},
volume = {57},
year = {2014}
}
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