Modern organizations are positively adopting multicultural practices in their structures, and global in their concentration. As per the paradigm of globalization, the idea and design of a product may be developed in country A, produced in country B, and market globally. Similarly, people from diverse cultural backgrounds and nationalities are now more interconnected because of the advanced telecommunication devices, latest technology-based services, and easy movement of the workforce. These persons (knowledge workers) play a significant role to enhance the knowledge repositories, innovation capabilities, and performance of the organizations. The diversity of personnel in global firms and environments indicates that the development, sharing, transference, management, and application of knowledge in the global work environment may also be very diverse. Therefore, leadership, management, and employees should be competent to provide a better cross-cultural understanding, and have intercultural communication skills to get knowledge benefits linked with the global work environment and the recruitment of multicultural talent. Individuals with different cultural backgrounds are used to different working practices and behaviors, and it is not easy for managers to manage these differences. The failure of management to build an effective team of employees from diverse cultural backgrounds and nationalities can impact adversely on organization performance. The failure of management may lead employees from knowledge sharing to knowledge hiding behavior.
Knowledge hiding refers to an intentional attempt by an individual to withhold or conceal knowledge that has been requested by another person. Individuals adopt different knowledge hiding behaviors such as evasive hiding, playing dumb, and rationalized hiding in different scenarios. The research related to knowledge hiding is at an early development stage and has begun to uncover factors that develop knowledge hiding behavior at the individual/organizational level and different consequences of knowledge hiding. For instance, how perpetrators and targets construe knowledge hiding in organizations, impact of knowledge hiding on perceived motivational climate and creativity, counterproductive knowledge hiding behavior, antecedents and consequences of intra-organizational knowledge hiding. Impact of ethical leadership and knowledge hiding, an association of knowledge hiding behaviors and employees’ silence, and the relationship between knowledge hiding and psychological contract breach.
Despite these developments in the area of knowledge hiding, we believe that the literature on knowledge hiding and its consequences within an international working environment has space to grow, specifically given persistent changes in the global workplace and mobility patterns. For instance, the Chinese industry needs working-class internationally on a large scale. Therefore, knowledge hiding behaviors and their consequences in international work environments are still under-theorized and under-examined empirically because of the deficiency of accommodating shifts in global mobility patterns in existing theories and frameworks. This acknowledgment activates our objectives to reveal why, how, and when individuals in an international work environment adopt different knowledge hiding behaviors and what impacts individuals, team, and organization performance. With that, our objective is to advance our understanding of the breadth and depth of the processes, contents, as well as drivers and challenges, and consequences of knowledge hiding and measures to control knowledge hiding.
Interested in types of manuscripts: Original Research; Systematic Review; Review; Hypothesis and Theory; Methods.
Research topics/areas of possible interest include but are not restricted to:
This call for papers will concentrate on the position of global mobility, welcoming submissions examining manifold contexts where global mobility takes place including corporate and non-corporate groups, such as diplomats, academics, international school teachers, international volunteers, military expatriates, missionaries, sports individuals, and healthcare employees.
We invite initial ideas about topics from prospective contributors and would be happy to converse proposals. For support, an expressive list of topics includes:
• What may motivate globally mobile personnel to hide knowledge?
• What is the role of personality traits or individual qualities in the adoption of knowledge hiding in an international work environment?
• Which knowledge management practices do organizations implement to control knowledge hiding and which are successful? How are these communicated?
• Are there positive consequences of knowledge hiding? Considering the case rationalized knowledge hiding.
• How information management system helps organizations predict and control knowledge hiding?
• What role do organizational climates and leadership styles play to control knowledge hiding?
• How might language skills and/or the degree of host country language difficulty play role in knowledge hiding in an organization?
• Antecedents of top-down knowledge hiding in a global organization.
• When and why do employees hoard, withhold, and hide knowledge?
• Knowledge Hiding and organization innovation performance.
• Knowledge hiding behaviors of frontline staff and Customer response.
• Social dynamics and emergence of knowledge hiding in global organizations.
In this Special call, we are looking for original quantitative and qualitative empirical research, theory-based models, case studies, and critical literature reviews from multiple disciplines (e.g., sociology, psychology, occupational health, migration, and safety management, etc.). We particularly seek multi-level approaches to accommodate individual, organizational, and societal viewpoints. Editors also encourage authors to consider how they may take advantage of innovative data collection techniques.
Modern organizations are positively adopting multicultural practices in their structures, and global in their concentration. As per the paradigm of globalization, the idea and design of a product may be developed in country A, produced in country B, and market globally. Similarly, people from diverse cultural backgrounds and nationalities are now more interconnected because of the advanced telecommunication devices, latest technology-based services, and easy movement of the workforce. These persons (knowledge workers) play a significant role to enhance the knowledge repositories, innovation capabilities, and performance of the organizations. The diversity of personnel in global firms and environments indicates that the development, sharing, transference, management, and application of knowledge in the global work environment may also be very diverse. Therefore, leadership, management, and employees should be competent to provide a better cross-cultural understanding, and have intercultural communication skills to get knowledge benefits linked with the global work environment and the recruitment of multicultural talent. Individuals with different cultural backgrounds are used to different working practices and behaviors, and it is not easy for managers to manage these differences. The failure of management to build an effective team of employees from diverse cultural backgrounds and nationalities can impact adversely on organization performance. The failure of management may lead employees from knowledge sharing to knowledge hiding behavior.
Knowledge hiding refers to an intentional attempt by an individual to withhold or conceal knowledge that has been requested by another person. Individuals adopt different knowledge hiding behaviors such as evasive hiding, playing dumb, and rationalized hiding in different scenarios. The research related to knowledge hiding is at an early development stage and has begun to uncover factors that develop knowledge hiding behavior at the individual/organizational level and different consequences of knowledge hiding. For instance, how perpetrators and targets construe knowledge hiding in organizations, impact of knowledge hiding on perceived motivational climate and creativity, counterproductive knowledge hiding behavior, antecedents and consequences of intra-organizational knowledge hiding. Impact of ethical leadership and knowledge hiding, an association of knowledge hiding behaviors and employees’ silence, and the relationship between knowledge hiding and psychological contract breach.
Despite these developments in the area of knowledge hiding, we believe that the literature on knowledge hiding and its consequences within an international working environment has space to grow, specifically given persistent changes in the global workplace and mobility patterns. For instance, the Chinese industry needs working-class internationally on a large scale. Therefore, knowledge hiding behaviors and their consequences in international work environments are still under-theorized and under-examined empirically because of the deficiency of accommodating shifts in global mobility patterns in existing theories and frameworks. This acknowledgment activates our objectives to reveal why, how, and when individuals in an international work environment adopt different knowledge hiding behaviors and what impacts individuals, team, and organization performance. With that, our objective is to advance our understanding of the breadth and depth of the processes, contents, as well as drivers and challenges, and consequences of knowledge hiding and measures to control knowledge hiding.
Interested in types of manuscripts: Original Research; Systematic Review; Review; Hypothesis and Theory; Methods.
Research topics/areas of possible interest include but are not restricted to:
This call for papers will concentrate on the position of global mobility, welcoming submissions examining manifold contexts where global mobility takes place including corporate and non-corporate groups, such as diplomats, academics, international school teachers, international volunteers, military expatriates, missionaries, sports individuals, and healthcare employees.
We invite initial ideas about topics from prospective contributors and would be happy to converse proposals. For support, an expressive list of topics includes:
• What may motivate globally mobile personnel to hide knowledge?
• What is the role of personality traits or individual qualities in the adoption of knowledge hiding in an international work environment?
• Which knowledge management practices do organizations implement to control knowledge hiding and which are successful? How are these communicated?
• Are there positive consequences of knowledge hiding? Considering the case rationalized knowledge hiding.
• How information management system helps organizations predict and control knowledge hiding?
• What role do organizational climates and leadership styles play to control knowledge hiding?
• How might language skills and/or the degree of host country language difficulty play role in knowledge hiding in an organization?
• Antecedents of top-down knowledge hiding in a global organization.
• When and why do employees hoard, withhold, and hide knowledge?
• Knowledge Hiding and organization innovation performance.
• Knowledge hiding behaviors of frontline staff and Customer response.
• Social dynamics and emergence of knowledge hiding in global organizations.
In this Special call, we are looking for original quantitative and qualitative empirical research, theory-based models, case studies, and critical literature reviews from multiple disciplines (e.g., sociology, psychology, occupational health, migration, and safety management, etc.). We particularly seek multi-level approaches to accommodate individual, organizational, and societal viewpoints. Editors also encourage authors to consider how they may take advantage of innovative data collection techniques.
