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Understanding knowledge hiding in organizations

Journal of organizational behavior, 2019-09, Vol.40 (7), p.779-782

2019

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Tell me if you can: time pressure, prosocial motivation, perspective taking, and knowledge hiding

Journal of knowledge management, 2018-09, Vol.22 (7), p.1489-1509

2018

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Evasive knowledge hiding in academia: when competitive individuals are asked to collaborate

Journal of knowledge management, 2019-05, Vol.23 (4), p.597-618

2019

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Hiding behind a mask? Cultural intelligence, knowledge hiding, and individual and team creativity

European journal of work and organizational psychology, 2017-09, Vol.26 (5), p.710-723

2017

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The role of multilevel synergistic interplay among team mastery climate, knowledge hiding, and job characteristics in stimulating innovative work behavior

Human resource management journal, 2017-04, Vol.27 (2), p.281-299

2017

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I get by with a little help from my supervisor: Creative-idea generation, idea implementation, and perceived supervisor support

The Leadership quarterly, 2014-10, Vol.25 (5), p.987-1000

2014

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Organizational learning culture, innovative culture and innovations in South Korean firms

Expert systems with applications, 2010-09, Vol.37 (9), p.6390-6403

2010

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Post-Heroic Leadership: Context, Process and Outcomes

Skerlavaj, Miha

1, 2022

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WHAT GOES AROUND COMES AROUND: KNOWLEDGE HIDING, PERCEIVED MOTIVATIONAL CLIMATE, AND CREATIVITY

Academy of Management journal, 2014-02, Vol.57 (1), p.172-192

2014

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Idea championing as a missing link between idea generation and team innovation implementation: A situated emergence approach

European management journal, 2024-04, Vol.42 (2), p.233-244

2024

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Global structures and local network mechanisms of knowledge-flow networks

PloS one, 2021-02, Vol.16 (2), p.e0246660-e0246660

2021

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Are we in this together? Knowledge hiding in teams, collective prosocial motivation and leader-member exchange

Journal of knowledge management, 2019-11, Vol.23 (8), p.1502-1522

2019

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Perceived mastery climate, felt trust, and knowledge sharing

Journal of organizational behavior, 2018-05, Vol.39 (4), p.429-447

2018

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The interplay between relational job design and cross‐training in predicting employee job/task citizenship performance

Human resource development quarterly, 2021-12, Vol.32 (4), p.625-646

2021

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Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity

Journal of leadership & organizational studies, 2023-08, Vol.30 (3), p.356-374

2023

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Leader Idea Championing for Follower Readiness to Change or Not? A Moderated Mediation Perspective of Prosocial Sensegiving

Journal of change management, 2023-04, Vol.23 (2), p.200-227

2023

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Authentic leadership, creativity, and innovation: A multilevel perspective

Leadership (London, England), 2013-02, Vol.9 (1), p.63-85

2013

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Giving Sense to Change Leadership: Towards a Narrative-Based Process Model

Economic and business review for Central and South-Eastern Europe, 2023-03, Vol.25 (1), p.41-63

2023

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Organizational learning culture—the missing link between business process change and organizational performance

International journal of production economics, 2007-04, Vol.106 (2), p.346-367

2007

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Social and economic leader–member exchange and employee creative behavior: The role of employee willingness to take risks and emotional carrying capacity

European management journal, 2017-10, Vol.35 (5), p.676-687

2017

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Non-technological innovation research: evaluating the intellectual structure and prospects of an emerging field

Scandinavian journal of management, 2016-06, Vol.32 (2), p.69-85

2016

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Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction

Australian journal of management, 2014-08, Vol.39 (3), p.453-471

2014

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Decoupling management and technological innovations: Resolving the individualism–collectivism controversy

Journal of international management, 2013-06, Vol.19 (2), p.103-117

2013

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Learning-Structure Fit Part I: Conceptualizing the Relationship between Organizational Structure and Employee Learning

The learning organization, 2018-01, Vol.25 (5), p.294-304

2018

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Interactive effects of perceived time pressure, satisfaction with work-family balance (SWFB), and leader-member exchange (LMX) on creativity

Personnel review, 2017-01, Vol.46 (3), p.662-679

2017

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Understanding knowledge hiding in organizations

Tell me if you can: time pressure, prosocial motivation, perspective taking, and knowledge hiding

Evasive knowledge hiding in academia: when competitive individuals are asked to collaborate

Hiding behind a mask? Cultural intelligence, knowledge hiding, and individual and team creativity

The role of multilevel synergistic interplay among team mastery climate, knowledge hiding, and job characteristics in stimulating innovative work behavior

I get by with a little help from my supervisor: Creative-idea generation, idea implementation, and perceived supervisor support

Organizational learning culture, innovative culture and innovations in South Korean firms

Post-Heroic Leadership: Context, Process and Outcomes

WHAT GOES AROUND COMES AROUND: KNOWLEDGE HIDING, PERCEIVED MOTIVATIONAL CLIMATE, AND CREATIVITY

Idea championing as a missing link between idea generation and team innovation implementation: A situated emergence approach

Global structures and local network mechanisms of knowledge-flow networks

Are we in this together? Knowledge hiding in teams, collective prosocial motivation and leader-member exchange

Perceived mastery climate, felt trust, and knowledge sharing

The interplay between relational job design and cross‐training in predicting employee job/task citizenship performance

Fueling the Creative Spark: How Authentic Leadership and LMX Foster Employees’ Proactive Orientation and Creativity

Leader Idea Championing for Follower Readiness to Change or Not? A Moderated Mediation Perspective of Prosocial Sensegiving

Authentic leadership, creativity, and innovation: A multilevel perspective

Giving Sense to Change Leadership: Towards a Narrative-Based Process Model

Organizational learning culture—the missing link between business process change and organizational performance

Social and economic leader–member exchange and employee creative behavior: The role of employee willingness to take risks and emotional carrying capacity

Non-technological innovation research: evaluating the intellectual structure and prospects of an emerging field

Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction

Decoupling management and technological innovations: Resolving the individualism–collectivism controversy

Learning-Structure Fit Part I: Conceptualizing the Relationship between Organizational Structure and Employee Learning

Interactive effects of perceived time pressure, satisfaction with work-family balance (SWFB), and leader-member exchange (LMX) on creativity

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