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Authors:Jiancheng Long, Haiman Liu, Zunhuan Shen Abstract: Drawing on threatened egoism theory, tournament theory and the extended agency model of narcissism, this paper aims to compare the effects of two different forms of grandiose narcissism of employees, namely, narcissistic rivalry (NR) and narcissistic admiration (NA), on knowledge hiding (HIDE), and investigate the potential mediating mechanism and boundary conditions. Based on a three-wave survey of 296 participants recruited from six high-tech enterprises in China, the paper tests the proposed model by performing partial least squares structural equation modeling and a bias-corrected bootstrapping procedure. The results indicate that NR facilitates knowledge hiding, while NA inhibits employees’ knowledge-hiding behavior. Emotional exhaustion plays a significant mediating role between NR and HIDE, and interpersonal trust negatively mediates the relationship between NA and HIDE. Moreover, interactional justice perception not only weakens the positive correlation between NR and emotional exhaustion but also weakens the indirect influence of NR on HIDE via emotional exhaustion. On the contrary, interactional justice perception strengthens the impact of NA on interpersonal trust, thus enhancing the mediating effect of NA on HIDE. The present study expands the literature on knowledge management by addressing the underlying paradoxes of grandiose narcissistic employees’ HIDE behavior based on different connotations of narcissism and revealing the intervening mechanism with interactive justice perception as the moderator. Citation: Journal of Knowledge Management PubDate: 2023-04-07 DOI: 10.1108/JKM-11-2022-0860 Issue No:Vol. 28, No. 1 (2023)
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Authors:Alexander Serenko Abstract: The purpose of this Real Impact Viewpoint Article is to analyze the quiet quitting phenomenon from the human capital management perspective. The methods comprise the analysis of 672 TikTok comments, the use of secondary data and literature review. Quiet quitting is a mindset in which employees deliberately limit work activities to their job description, meet yet not exceed the preestablished expectations, never volunteer for additional tasks and do all this to merely maintain their current employment status while prioritizing their well-being over organizational goals. Employees quiet quit due to poor extrinsic motivation, burnout and grudges against their managers or organizations. Quiet quitting is a double-edged sword: while it helps workers avoid burnout, engaging in this behavior may jeopardize their professional careers. Though the term is new, the ideas behind quiet quitting are not and go back decades. Employees engaged in quiet quitting should become more efficient, avoid burnout, prepare for termination or resignation and manage future career difficulties. In response to quiet quitting, human capital managers should invest in knowledge sharing, capture the knowledge of potential quiet quitters, think twice before terminating them, conduct a knowledge audit, focus on high performers, introduce burnout management programs, promote interactional justice between managers and subordinates and fairly compensate for “going above and beyond.” Policymakers should prevent national human capital depletion, promote work-life balance as a national core value, fund employee mental health support and invest in employee efficiency innovation. This Real Impact Viewpoint Article analyzes quiet quitting from the human capital management perspective. Citation: Journal of Knowledge Management PubDate: 2023-04-07 DOI: 10.1108/JKM-10-2022-0792 Issue No:Vol. 28, No. 1 (2023)
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Abstract: This study aims to empirically examine the relationships among perceived environmental uncertainty (EV), the level of knowledge distance (KD) and the impact of value network on firm performance. The quantitative analysis is based on data from 243 Chinese companies with engineering, procurement and construction (EPC) business in the context of the COVID-19 pandemic. The two dimensions of value network [network centrality (NC) and network openness (NO)] have a different impact on firm performance [financial performance (FP) and market performance (MP)]. NC has a positive impact on FP, but not on MP. NO has a positive effect on MP, but not on FP. A reduced KD mediates the relationship between value network and firm performance. Moreover, it fully mediates the relationship between NC and MP, NO and FP. Finally, during the COVID-19 pandemic, only EV has a moderating effect on KD and MP. This study is limited in terms of data set because it relies on a limited amount of cross-sectional data from one specific country. Therefore, researchers are encouraged to test the proposed propositions further. The present findings suggest that EPC professionals should pay more attention to the EV, which may be impacted by policy, technology and the economy. This research has actionable implications for the reform of EPC in the construction industry, and practical recommendations for EPC firms to improve their corporate performance. The results measure the complementary effects of both dimensions of value network (NC and NO) on two distinct aspects of firm performance (MP and FP) and assess the moderating effect of EV and KD in the context of the COVID-19 pandemics.
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