Research On The Antecedents Of Knowledge Hiding In The Context Of Multi-team Membership

In the era of knowledge economy,knowledge management occupies a dominant position in the competition of enterprises.Benign knowledge interaction has gradually become an important part of the organization’s knowledge management strategy.Organizations today want to make sure that they have an effective flow of knowledge to derive the maximum value from the knowledge asset.Therefore,the focus of academic research began to focus on how to make the best use of team knowledge resources.For a long time,knowledge sharing has attracted more scholars’ attention,but inhibition of knowledge hiding is an important prerequisite for benign knowledge interaction within organizations.At the same time,knowledge hiding,as a negative behavior,has been confirmed by many studies to be indeed and ubiquitous in organizations.Its causes and impact on enterprises cannot be ignored.Although the current research on knowledge hiding has accumulated certain results,they are all based on traditional organizational contexts and management models.With the popularity and popularization of new organizational management methods such as multi-team member identity models,many employee behaviors occur in diversified situations.At this time,whether the conclusions of traditional research are applicable to different situations is a question that needs to be answered urgently.Moreover,in the multi-team membership situation,when employees participate in multiple teams at the same time,the knowledge hiding behavior has multiple directivity,and the corresponding behavioral motivation becomes more complex.Obviously,the conclusion of traditional knowledge hiding research cannot explain the phenomenon in the new situation.Based on this,this paper uses multi-team membership as the research context to explore the influence and mechanism of heterogeneity between teams on knowledge hiding.This not only improves the theory of team heterogeneity,but also provides practical significance for improving the effectiveness of multi-team member identity management.This study uses a questionnaire survey method,based on 352 valid data,using SPSS25.0and AMOS25.0 to analyze the data.The empirical research results show that:(1)The heterogeneity of inter-team cooperation climate had a significant positive effect on knowledge hiding,and role overload partially mediated the relationship between inter-team cooperation climate heterogeneity and knowledge hiding behavior;(2)There is a positive correlation between knowledge heterogeneity and knowledge hiding,and knowledge conflict plays a completely mediating role in the relationship between the two variables;(3)Time pressure positively moderates the relationship between the heterogeneity of cooperative atmosphere and role overload,as well as the relationship between knowledge heterogeneity and knowledge conflict.High intensity of time pressure will strengthen the positive correlation between the heterogeneity of cooperative atmosphere and role overload and the positive correlation between knowledge heterogeneity and knowledge conflict between teams.Based on the research conclusions,this study proposes practical implications.In order to promote knowledge flow within organizations,on the one hand,managers should fully understand the influence mechanism of heterogeneity of different properties,give full play to the positive effects of interteam heterogeneity,and reduce its negative effects.Managers can control the heterogeneity among teams by reasonably arranging team members,focusing on team education and training,and so on,so as to avoid the occurrence of knowledge hiding.In addition,managers need to provide sufficient working time for members of multiple teams to reduce employees’ negative emotions such as stress and knowledge conflicts,thereby inhibiting knowledge hiding behavior.