| 其他摘要 | The wave of information technology revolution foretells that no matter the memory and storage of knowledge, or the creation and reorganization of knowledge, artificial intelligence can be easily achieved, and the internal flow of knowledge is more important than knowledge itself for organizational growth and innovation. Around the research on how to enhance the internal knowledge mobility of organizations, domestic and foreign scholars mainly focus on knowledge hiding and other areas to carry out relevant empirical research. Among them, most of the studies on knowledge hiding are expanded from the fields of knowledge ontology, subject, object, carrier, environment and motivation. As China is in a situation of great change that it has not been seen in a hundred years, it is particularly important to focus on the exploration of how the ever-changing and developing work stressors act on knowledge hiding based on the uncertainty theory of quantum thinking.
Purpose: From a holistic perspective, knowledge hiding behavior of employees is the result of the synergistic effect of multiple factors, and it is particularly important to study the synergistic effect of work stressors on knowledge hiding behavior at the organizational level. The study focuses on the influence of different variations and combinations of work stressors in the workplace on knowledge hiding behavior, and it explores the core position of illegitimate taskss in the multiple groupings of work stressors that influence knowledge hiding behavior. The study extends to explore the psychological mechanisms of illegitimate stressors in knowledge hiding behavior, and verifies the dual mediation mechanism of work anger and work alienation, as well as the effect of quantum leadership on the weakening mechanism of illegitimacy and dual mediation, with a view to providing an important methodology and basis for the governance of knowledge hiding in enterprises.
Methodology: Both studies were conducted using questionnaires.The first study used fuzzy set qualitative comparative analysis (fsQCA) to explore the necessity of illegitimate stressors and the complex causal relationships among antecedent variables in work stressors. With the aim of investigating the correlations and mediating and boundary mechanisms, the second research used hierarchical research and structural equation modeling between illegitimate taskss and knowledge hiding.
Results: The results of Study 1 indicated that (1) under the work stressor grouping, there were three paths that induced knowledge hiding behavioral paths in knowledge-based employees, and the constructs consisted of three types: career vision and work overload-assisted driving type, leadership pressure and work overload-assisted driving type, and leadership pressure and career vision-assisted driving type. (2) illegitimate taskss and interpersonal relationships emerged as core conditions for all paths as constituents of job stressors. The results of Study 2 suggest that (1) illegitimate taskss via work anger and work alienation can positively predict knowledge hiding behavior. (2) When work anger and work alienation were analyzed simultaneously as mediating variables, the mediating role of work anger was stronger than that of work alienation. (3) Quantitative leadership negatively moderates the relationship between illegitimate taskss and feelings of work anger and work alienation , it plays a moderating mediating role.
Conclusions: (1) No single factor constitutes a necessary condition to drive knowledge hiding. Among all the conditional variables illegitimate tasks stressors and interpersonal relationship stressors play a more critical role in triggering knowledge hiding behavior. (2) illegitimate tasks stressors can predict knowledge hiding behavior of knowledge employees, work anger and work alienation can enhance the positive impact of illegitimate tasks on knowledge hiding behavior, and under illegitimate tasks, the emotional system is more obviously damaged, and there is a strong emotion and weak rationality situation. (3) Quantitative leadership can buffer the negative effect of the illegitimate tasks on bimodal mediation.
Starting from practice, the article puts forward three suggestions to help reduce knowledge hiding behavior: (1) Reasonable control of stressors to reduce the occurrence of knowledge hiding behavior. (2) Strengthen the cultivation of new leadership management ability. (3) Smooth career system construction and career management. |
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