The Influence Of Employees’s Job Insecurity On Knowledge Hiding And The Management Strategies

In the era of knowledge economy,it is self-evident that knowledge resources play an important role in the development of enterprises.How to promote the flow of knowledge is a task that every organization needs to complete in knowledge management.But we should notice that there are knowledge hiding behaviors in organizations that are not conducive to knowledge exchange.At present,the researches on the factors leading to knowledge hiding mainly focus on knowledge characteristics,individual factors,interpersonal factors and organizational factors.There are very few studies on the impact of individual’s attitude towards organizational environment.As negative attitudes produce negative behaviors,studies have shown that negative emotions can lead to employees’knowledge hiding behaviors.Nowadays,employees’ job insecurity has become one of the common workplace psychological problems.Based on the theory of resource preservation,job insecurity is caused by the pressure of feeling the loss of own resources in the organization.As knowledge is an important resource,employees will fear of losing competitive advantage,so they may take knowledge hiding behavior to protect their resources in case of greater pressure.Therefore,this paper choses job insecurity to explore the possible impact on knowledge hiding behavior.At the same time,as the subject to conduct knowledge hiding behavior,the individual will inevitably be affected by endogenous factors such as his own psychological factors.As a psychological state of perceiving knowledge’s attribution,knowledge-based psychological ownership will not be changed easily.In addition,under unsafe conditions,employees will strengthen the control of their own knowledge,and it can satisfy their psychological ownership.Study confirmed that knowledge-based psychological ownership can play an intermediary role between organizational atmosphere and knowledge hiding from the perspective of organizational context,and job insecurity is also a typical pressure source in organizational context.So knowledge-based psychology ownership is used as an intermediary variable to explore its impact on job insecurity and knowledge hiding.Finally,the theory of resource conservation emphasizes that individuals will make different behavior choices under the combined action of internal needs and environmental factors.It suggests that individuals try to obtain more resources to improve resource storage and the ability to resist the risk of loss.Compared with employees with low-level organizational commitment,those with high-level have acquired and accumulated more resources in the organization,and they will harvest more resources by making efforts.And employees with high organizational commitment can better regulate negative emotions,so for employees with different organizational commitment levels,do job insecurity have the same effect on their knowledge hiding behavior?This has not been studied in the past.Therefore,this papaer uses organizational commitment as a moderating variable.In summary,this article aims to study the relationship between employees’ job insecurity and knowledge hiding,as well as the intermediary mechanism of knowledge-based psychological ownership and the moderating role of organizational commitment.And to put more targeted management strategies to reduce employees’knowledge hiding behavior.Based on the theory of resource conservation,this paper takes 358 employees as a sample and uses empirical analysis methods to verify the models and assumptions proposed in this article.The main research results show that:(1)Job insecurity positively affects knowledge hiding.The higher the employee’s job insecurity is,the more likely they are to conduct knowledge hiding.(2)Knowledge-based psychological ownership plays a partial intermediary role between job insecurity and knowledge hiding.(3)Organizational commitment negatively regulate the relationship between job insecurity and knowledge hiding.That is,the higher the organizational commitment is,the weaker the positive effect of job insecurity on knowledge hiding,and the stronger the contrary.According to the research conclusions,the following management suggestions are proposed to reduce employees’ knowledge hiding behaviors,such as improving employees’ career planning and development management;providing more training and communication activities;establishing a perfect reward mechanism to encourage the transfer of knowledge;providing a fair organizational environment for competition;increasing employees’ opportunities to participate in collective activities and decision-making to strengthen employees’ sense of belonging.