15卷 第1期
School of Management, Shanghai University, Shanghai 200444, P.R.China
纸质出版日期： 2024-02-28 ，
Scan QR Code
(2024). Idiosyncratic Deals and Employees' Knowledge Hiding: Mediating Role of Job Insecurity. 华夏人力资源管理学报, 15(1), 16-26.
Wang Yong,Wang Chen,Ma Jun.Idiosyncratic Deals and Employees' Knowledge Hiding: Mediating Role of Job Insecurity[J].Journal of Chinese Human Resources Management,2024,15(01):16-26.
(2024). Idiosyncratic Deals and Employees' Knowledge Hiding: Mediating Role of Job Insecurity. 华夏人力资源管理学报, 15(1), 16-26. DOI： 10.47297/wspchrmWSP2040-800502.20241501.
Wang Yong,Wang Chen,Ma Jun.Idiosyncratic Deals and Employees' Knowledge Hiding: Mediating Role of Job Insecurity[J].Journal of Chinese Human Resources Management,2024,15(01):16-26. DOI： 10.47297/wspchrmWSP2040-800502.20241501.
In order to attract and retain valuable employees and maintain competitive advantage
more and more organizations choose to agree on non-standardized idiosyncratic deals with their employees
and idiosyncratic deals have been promoted as a new initiative for corporate talent acquisition. However
existing studies mostly focus on the positive effects of agreement idiosyncratic deals
but ignore the negative effects on colleagues. In view of this
this paper explores the internal mechanism between perceived coworkers' idiosyncratic deals triggering employees' knowledge-hiding behaviors from the perspective of a third party who does not obtain idiosyncratic deals. The study tested the theoretical model with a sample of 296 employees. The results show that the uncertainty brought by perceived coworkers' idiosyncratic deals increases employees' job insecurity and thus triggers employees' knowledge-hiding behaviors
and core self-evaluation negatively moderated the relationship between coworkers' idiosyncratic deals and job insecurity.
Job insecurityCore self-evaluationsKnowledge hiding
Abdulsalam, D., Maltarich, M. A., Nyberg, A. J., Reilly, G., & Martin, M. (2021). Individualized pay-for-performance arrangements: Peer reactions and consequences. Journal of Applied Psychology, 106(8), 1202. https://doi.org/10.1037/apl0000820
Anand, S., Hu, J., Vidyarthi, P., & Liden, R. C. (2018). Leader-member exchange as a linking pin in the idiosyncratic deals-Performance relationship in workgroups. The Leadership Quarterly, 29(6), 698-708. https://doi.org/10.1016/j.leaqua.2018.07.005
Aryee, S., Walumbwa, F. O., Mondejar, R., & Chu, C. W. (2017). Core self-evaluations and employee voice behavior: Test of a dual-motivational pathway. Journal of Management, 43(3), 946-966. https://doi.org/10.1177/0149206314546192
Chang, C. H., Ferris, D. L., Johnson, R. E., Rosen, C. C., & Tan, J. A. (2012). Core self-evaluations: A review and evaluation of the literature. Journal of Management, 38(1), 81-128. https://doi.org/10.1177/0149206311419661
Connelly, C. E., Zweig, D., Webster, J., & Trougakos, J. P. (2012). Knowledge hiding in organizations. Journal of Organizational Behavior, 33(1), 64-88. https://doi.org/10.1002/job.737
Debusscher, J., Hofmans, J., & De Fruyt, F. (2017). Core self-evaluations as a moderator of the relationship between task complexity, job resources, and performance. European Journal of Work and Organizational Psychology, 26(3), 411-420. https://doi.org/10.1080/1359432X.2016.1277706
Emberland, J. S., & Rundmo, T. (2010). Implications of job insecurity perceptions and job insecurity responses for psychological well-being, turnover intentions and reported risk behavior. Safety Science, 48(4), 452-459. https://doi.org/10.1016/j.ssci.2009.12.002
Greenhalgh, L., & Rosenblatt, Z. (1984). Job insecurity: Toward conceptual clarity. Academy of Management Review, 9(3), 438-448. https://doi.org/10.2307/258284
Guerrero, S., & Challiol-Jeanblanc, H. (2016). Idiosyncratic deals and helping behavior: The moderating role of i-deal opportunity for co-workers. Journal of Business and Psychology, 31(3), 433-443. https://doi.org/10.1007/s10869-015-9421-x
Halbesleben, J. R., Neveu, J. P., Paustian-Underdahl, S. C., & Westman, M. (2014). Getting to the "COR" understanding the role of resources in conservation of resources theory. Journal of Management, 40(5), 1334-1364. https://doi.org/10.1177/0149206314527130
Hellgren, J., Sverke, M., & Isaksson, K. (1999). A two-dimensional approach to job insecurity: Consequences for employee attitudes and well-being. European Journal of Work and Organizational Psychology, 8(2), 179-195. https://doi.org/10.1080/135943299398311
Hornung, S., Rousseau, D. M., & Glaser, J. (2008). Creating flexible work arrangements through idiosyncratic deals. Journal of Applied Psychology, 93(3), 655. https://doi.org/10.1037/0021-9010.93.3.655
Hsieh, H. H., & Huang, J. T. (2017). Core self-evaluations and job and life satisfaction: The mediating and moderated mediating role of job insecurity. The Journal of Psychology, 151(3), 282-298. https://doi.org/10.1080/00223980.2016.1270888
Jiang, L., & Lavaysse, L. M. (2018). Cognitive and affective job insecurity: A meta-analysis and a primary study. Journal of Management, 44(6), 2307-2342. https://doi.org/10.1177/0149206318773853
Judge, T. A., Erez, A., Bono, J. E., & Thoresen, C. J. (2003). The core self‐evaluations scale: Development of a measure. Personnel Psychology, 56(2), 303-331. https://doi.org/10.1111/j.1744-6570.2003.tb00152.x
Kluemper, D. H., Mossholder, K. W., Ispas, D., Bing, M. N., Iliescu, D., & Ilie, A. (2019). When core self-evaluations influence employees' deviant reactions to abusive supervision: The moderating role of cognitive ability. Journal of Business Ethics, 159(2), 435-453. https://doi.org/10.1007/s10551-018-3800-y
Kong, D. T., Ho, V. T., & Garg, S. (2020). Employee and coworker idiosyncratic deals: Implications for emotional exhaustion and deviant behaviors. Journal of Business Ethics, 164(3), 593-609. https://doi.org/10.1007/s10551-018-4033-9
Kumar Jha, J., & Varkkey, B. (2018). Are you a cistern or a channel? Exploring factors triggering knowledge-hiding behavior at the workplace: Evidence from the Indian R&D professionals. Journal of Knowledge Management, 22(4), 824-849. https://doi.org/10.1108/JKM-02-2017-0048
Lai, L., Rousseau, D. M., & Chang, K. T. T. (2009). Idiosyncratic deals: Coworkers as interested third parties. Journal of Applied Psychology, 94(2), 547. https://doi.org/10.1037/a0013506
Luthans, F., & Broad, J. D. (2022). Positive psychological capital to help combat the mental health fallout from the pandemic and VUCA environment. Organizational Dynamics, 51(2), 100817. https://doi.org/10.1016/j.orgdyn.2020.100817
Ma, Q., Chen, M., Tang, N., & Yan, J. (2023). The double-edged sword of job insecurity: When and why job insecurity promotes versus inhibits supervisor-rated performance. Journal of Vocational Behavior, 140, 103823. https://doi.org/10.1016/j.jvb.2022.103823
Rousseau, D. M.(2001). The idiosyncratic deal: Flexibility versus fairness? Organizational Dynamics, 29(4), 260-273. https://doi.org/10.1016/S0090-2616(01)00032-8
Rousseau, D. M., Ho, V. T., & Greenberg, J. (2006). I-deals: Idiosyncratic terms in employment relationships. Academy of Management Review, 31(4), 977-994. https://doi.org/10.5465/amr.2006.22527470
Salancik, G. R., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23(2), 224-253. https://doi.org/10.2307/2392563
Serenko, A., & Bontis, N. (2016). Understanding counterproductive knowledge behavior: Antecedents and consequences of intra-organizational knowledge hiding. Journal of Knowledge Management, 20(6), 1199-1224. https://doi.org/10.1108/JKM-05-2016-0203
Sharma R. C., & Kohli, D. (2023). Embracing digital transformation for sustainable development: The synergy between learning organizations, human resource management, and service quality. Journal of Chinese Human Resources Management, 14(3), 3-17. https://doi.org/10.47297/wspchrmWSP2040-800501.20231403
Shoss, M. K. (2017). Job insecurity: An integrative review and agenda for future research. Journal of Management, 43(6), 1911-1939. https://doi.org/10.1177/0149206317691574
Singh, S. K. (2019). Territoriality, task performance, and workplace deviance: Empirical evidence on role of knowledge hiding. Journal of Business Research, 97, 10-19. https://doi.org/10.1016/j.jbusres.2018.12.034
Tan, H. Y. (2022). Research on the influencing factors and mechanism of smartphone use and addiction on employees: A systematic review. Journal of Chinese Human Resources Management, 13(2), 41-52. https://doi.org/10.47297/wspchrmWSP2040-800504.20221302
Zhang, X., Wu, W., Zhang, Y., Deng, H., Lan, Y., & Li, D. (2021). The effects of coworkers' development idiosyncratic deals on employees' cooperation intention. Social Behavior and Personality: An International Journal, 49(11), 1-12. https://doi.org/10.2224/sbp.10783
Zhao, H., Liu, W., Li, J., & Yu, X. (2019). Leader–member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader–member exchange. Journal of Organizational Behavior, 40(7), 834-848. https://doi.org/10.1002/job.2359
Zhao, H., Xia, Q., He, P., Sheard, G., & Wan, P. (2016). Workplace ostracism and knowledge hiding in service organizations. International Journal of Hospitality Management, 59, 84-94. https://doi.org/10.1016/j.ijhm.2016.09.009
Related Articles
Related Author
Related Institution
京公网安备11010802024621