Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/301674 
Year of Publication: 
2024
Citation: 
[Journal:] Pakistan Journal of Commerce and Social Sciences (PJCSS) [ISSN:] 2309-8619 [Volume:] 18 [Issue:] 2 [Year:] 2024 [Pages:] 408-434
Publisher: 
Johar Education Society, Pakistan (JESPK), Lahore
Abstract: 
Drawing from the conservation of resources (COR) theory as the overarching framework, this study develops a collaborative view on mitigating team knowledge hiding facets (i.e., evasive hiding, playing dumb, and rationalized hiding). It proposes team embeddedness as an attachment construct acquired through investment in team psychological safety. Such acquisition compels team members to protect and foster the state of resource abundance and subsequently acts as a deterrent against team knowledge hiding. Multi-wave and multi- level data was obtained from 520 team members nested in 104 teams employed in information technology (IT) firms - a knowledge-intensive service sector. The data was analyzed using multi-level structural equation modeling through Mplus. The findings indicate that having access to team social resources (team psychological safety) leads to team embeddedness, creating a gain spiral that motivates members not to indulge in evasive hiding and playing dumb. Additionally, the mediation effect of team embeddedness between team psychological safety and team playing dumb is further moderated by individual-level learning orientation. On the other hand, these variables do not significantly decrease rationalized hiding.
Subjects: 
Multi-level analysis
team embeddedness
team psychological safety
evasive
hiding
playing dumb
rationalized hiding
learning orientation
IT industry
Creative Commons License: 
cc-by-nc Logo
Document Type: 
Article

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