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dc.contributor.authorLosada Otálora, Mauriciospa
dc.contributor.authorPeña García, Nathaliespa
dc.contributor.authorSánchez, Iván Daríospa
dc.date.accessioned2023-06-21T22:23:02Z
dc.date.available2023-06-21T22:23:02Z
dc.date.issued2020-11-30
dc.identifier.issn1756-669X
dc.identifier.urihttp://hdl.handle.net/10726/5061
dc.language.isoeng
dc.publisherEmerald Publishing Limited
dc.titleInterpersonal conflict at work and knowledge hiding in service organizations : the mediator role of employee well-beingeng
dc.typearticle
dc.rights.accessrightsinfo:eu-repo/semantics/restrictedAccess
dc.rights.localAcceso Restringido
dc.type.versioninfo:eu-repo/semantics/acceptedVersion
dc.identifier.instnameinstname:Colegio de Estudios Superiores de Administración – CESA
dc.identifier.reponamereponame:Biblioteca Digital – CESA
dc.identifier.repourlrepourl:https://repository.cesa.edu.co/
dc.description.abstractenglishPurpose This paper aims to explore the effects of interpersonal conflicts in the social workplace on various rationalized, knowledge-hiding behaviors in service organizations. This research also examines employee well-being as a mediator to explain the effects of interpersonal conflicts at work on knowledge-hiding behaviors. Design/methodology/approach First, relevant literature provided the theoretical basis for the conceptual model that links the core constructs of this research. A quantitative study collected data from 395 employees of a global consulting firm with a branch located in a developing country. Finally, an analysis of the structural equation modeling with MPlus 7 software tested the measurement and the structural model. Findings The results of this study suggest that interpersonal conflict at work influences knowledge-hiding and that employee’s well-being mediates this relationship. In other words, employees strategically choose what knowledge-hiding behaviors to use – such as evasion or “playing dumb” – to cope with the lack of well-being caused by high interpersonal conflicts in the workplace. Originality/value Although contextual and individual factors may trigger knowledge-hiding behavior at work, the current literature has overlooked the combined effects of such factors, especially in service settings. Knowledge hiding in service organizations is a weakness that can lead to significant economic losses, especially in firms that are intensively knowledge-based. Thus, it is necessary to identify the antecedents of knowledge-hiding behavior to deter low performance in these organizations.eng
dc.type.coarhttp://purl.org/coar/resource_type/c_2df8fbb1
dc.relation.citationvolume13
dc.relation.citationissue1
dc.relation.citationstartpage63
dc.relation.citationendpage90
dc.contributor.orcidLosada Otálora, Mauricio [0000-0002-1791-9086]
dc.contributor.orcidPeña García, Nathalie [0000-0002-6594-5940]
dc.type.driverinfo:eu-repo/semantics/article
dc.type.redcolhttp://purl.org/redcol/resource_type/ART
dc.type.coarversionhttp://purl.org/coar/version/c_71e4c1898caa6e32
dc.contributor.scopusLosada Otálora, Mauricio [55695829400]
dc.contributor.scopusPeña García, Nathalie [57202849705]
dc.contributor.scopusSánchez, Iván Darío [57204173772]
dc.description.orcidhttps://orcid.org/0000-0002-1791-9086
dc.description.orcidhttps://orcid.org/0000-0002-6594-5940
dc.description.scopushttps://www.scopus.com/authid/detail.uri?authorId=55695829400
dc.description.scopushttps://www.scopus.com/authid/detail.uri?authorId=57202849705
dc.description.scopushttps://www.scopus.com/authid/detail.uri?authorId=57204173772
dc.identifier.eissn1756-6703
dc.relation.ispartofjournalInternational Journal of Quality and Service Sciences
dc.identifier.doihttps://doi.org/10.1108/IJQSS-02-2020-0023
dc.subject.proposalInterpersonal conflict at work
dc.subject.proposalKnowledge hiding
dc.subject.proposalEmployee well-being
dc.subject.proposalService organizations
dc.subject.proposalProfessional service firm
dc.subject.proposalService operations
dc.rights.coarhttp://vocabularies.coar-repositories.org/access_rights/c_16ec/


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