Predicting multilevel effect of perceived politics in team on knowledge hiding behaviour : the role of conflict and trust as mediators and cultural orientations as moderators

Abstract

Using multilevel modelling approach, the present study aims to find out why individual employees in team hide knowledge. Specifically, the main objectives are to examine the (a) cross-level relationship between perceived politics in team and individual’s knowledge hiding behaviour; (b) mediating role of relationship conflict and affectbased trust in the relationship between perceived politics in team and individual’s knowledge hiding behaviour; and (c) moderating role of power distance orientation and uncertainty avoidance orientation in the relationship between the two constructs. By using survey questionnaires, data were collected from 332 individual team members nested in 92 teams working on research projects in public universities in Malaysia. Hierarchical linear modelling software (HLM version 8.0 [HLM 8]) was used to test the hypotheses. Consistent with the hypothesised direct relationships, the results of the study revealed that: (a) perceived politics at a team level is positively related to individuals’ knowledge hiding behaviour; (b) at a team level, perceived politics is positively related to relationship conflict and affect-based trust; and (c) relationship conflict and affect-based trust at a team level significantly predict individuals’ knowledge hiding. The findings showed a significant cross-level mediation effect of relationship conflict on the relationship between perceived politics and knowledge hiding for mediation hypotheses. On the contrary, the cross-level mediation effect of affect-based trust on such a relationship is not significant. Contrary to the hypothesised direction, the result suggests that individuals with low uncertainty avoidance orientation were found to be less likely to hide knowledge when they perceive a high level of politics in team. Finally, the present study found a non-significant effect of power distance orientation in moderating the relationship between perceived politics in team and knowledge hiding behaviour. Theoretically, the present study contributes to the knowledge by providing support for the importance of examining the: (a) the team level effect of perceived politics on knowledge hiding behaviour among team members; (b) the role of situational factors, such as relationship conflict at a team level, as a mechanism linking the relationship between perceived politics and knowledge hiding behaviour; and (c) the role of individual differences such as cultural value orientation in mitigating the effect of perceived politics in team on knowledge hiding behaviour. Practically, the present study informs management that the perception of politics through relationship conflict at the team level is a significant factor in predicting knowledge hiding among members. Hiding knowledge behaviour among members can effectively be reduced by directing attention to team-related programmes, including policy, team development and communication. In addition, the selection of members should consider individuals who can adapt with uncertainty and ambiguity, especially those low in uncertainty avoidance orientation.