From workplace incivility to knowledge hiding: integrating silence and task proactivity in a process model

Purpose This paper investigates the complex relationship between workplace incivility and knowledge hiding through a moderated-mediation model. Here, psychological ownership and ethical conduct are moderators, and silence behaviour and task proactivity are mediators. Design/methodology/approach Data from 628 managerial employees were used to test the conceptualised model with the help of SPSS and Amos software. Findings The results revealed moderated mediation between workplace incivility and knowledge hiding through silence behaviour and task proactivity. Psychological ownership was found moderating between workplace incivility and silence while ethical conduct was found moderating between task proactivity and knowledge hiding. Research limitations/implications A few limitations include – cross-sectional design, self-reported data and exclusion of task proficiency and concept of organisational proactivity, in the model. Practical implications Human resource managers can help organisations sustain competitive advantage by implementing an integrated intervention to manage the unfolding of workplace incivility to promote task proactivity, reduce silence behaviour and practice ethical knowledge hiding. Originality/value This is the first study relating knowledge hiding, task proactivity and employee silence with workplace incivility. Also, the moderating effect of psychological ownership and ethical conduct has not been studied earlier concerning the influence of workplace incivility on knowledge hiding. By introducing two new mediators and moderators between workplace incivility and knowledge hiding, this paper explains reasons for hiding knowledge in an uncivilised workplace. It argues that ethical disposition and psychological ownership are important boundary conditions in relation to the association between workplace incivility and knowledge hiding.