مرور سیستماتیک تاثیر سبک‌های رهبری بر پنهان‌سازی دانش: رویکرد فراتحلیل

دانشور, مریم; کریمی جعفری, فاطمه; صابری, فاطمه

doi:10.47176/smok.2023.1610

فهرست نشریات

فراخوان حمایت از طرحهای فناورانه: جوش اتوماتیک به کمک ربات پرتابل

زنجیره کاربردی سازی هوش مصنوعی

حسگرهای فروسرخ و روش های اقدام متقابل

مدلسازی و طراحی باتری های سدیم سولفور

تعداد نشریات	38
تعداد شماره‌ها	1,240
تعداد مقالات	8,994
تعداد مشاهده مقاله	7,846,846
تعداد دریافت فایل اصل مقاله	4,707,415

	مرور سیستماتیک تاثیر سبک‌های رهبری بر پنهان‌سازی دانش: رویکرد فراتحلیل
مدیریت راهبردی دانش سازمانی
مقاله 3، دوره 6، شماره 4 - شماره پیاپی 23، دی 1402، صفحه 49-78 اصل مقاله (769.3 K)
نوع مقاله: مقاله مروری
شناسه دیجیتال (DOI): 10.47176/smok.2023.1610
نویسندگان
مریم دانشور^* ¹؛ فاطمه کریمی جعفری²؛ فاطمه صابری³
¹استادیار، گروه مدیریت، دانشکده مدیریت و علوم مالی، دانشگاه خاتم، تهران، ایران
²استادیار، گروه مدیریت، دانشکده مدیریت و علوم مالی، دانشگاه خاتم، تهران، ایران.
³کارشناسی ارشد، گروه مدیریت، دانشکده مدیریت و مالی، دانشگاه خاتم، تهران، ایران.
تاریخ دریافت: 24 اردیبهشت 1402، تاریخ بازنگری: 21 خرداد 1402، تاریخ پذیرش: 04 شهریور 1402
چکیده
دانش همواره قدرت و دارایی ارزشمندی برای سازمان‌ها محسوب می‌شود و دستاورد آن یک مزیت رقابتی برای سازمان‌ها است. همان‌گونه که به اشتراک‌گذاری دانش پیامدهای مثبتی برای سازمان دارد، پنهان‌سازی دانش می‌تواند تاثیرات مخربی بر عملکرد سازمان از جنبه‌های گوناگون داشته باشد. تشویق عواملی که رفتار پنهان‌سازی دانش کارکنان را کاهش می‌دهد، ضروری است و یکی از قوی‌ترین عوامل این امر، رهبری در سازمان است. هدف این مطالعه مرور سیستماتیک تاثیر سبک‌های رهبری مختلف بر پنهان‌سازی دانش با رویکرد فراتحلیل است. از مجموع 167 مقاله که در جستجوی اولیه از پایگاه‌های استنادی و اطلاعات علمی داخلی و خارجی معتبر به دست آمد، در نهایت بر اساس بندهای پروتکل 24 مقاله برای فراتحلیل انتخاب شدند. تحلیل‌ها نشان می‌دهد که با توجه به ناهمگونی مطالعات بررسی شده در ارتباط با فرضیات تحقیق بر اساس اندازه اثر تصادفی تاثیر تمام سبک‌های رهبری بر پنهان‌سازی دانش تایید می‌شود. همچنین نتایج آزمون N ایمن از خطا، پایداری و غیرقابل تغییر بودن نتایج این تحقیق را نشان می‌دهد. نتایج این تحقیق نشان می‌دهد سبک‌های رهبری اخلاقی، نوع‌دوستانه، دانشی، تحول‌آفرین و توانمندساز بر پنهان‌سازی دانش تاثیر منفی و سبک رهبری استثماری بر پنهان‌سازی دانش تاثیر مثبت دارد.
کلیدواژه‌ها
پنهان‌سازی دانش؛ سبک رهبری؛ مرور سیستماتیک؛ فراتحلیل
عنوان مقاله [English]
A systematic review of the impact of leadership styles on knowledge hiding: a meta-analysis approach
نویسندگان [English]
Maryam Daneshvar¹؛ Fatemeh Karimi jafari²؛ Fatemeh Saberi³
¹Management Department, , Management and Finance Faculty, Khatam University, Tehran, Iran
²Assistant Professor, Department of Management, Faculty of Management and Finance, KhatamUniversity, Tehran, Iran
³Department of Management, Faculty of Management and Finance, Khatam University, Tehran, Iran
چکیده [English]
Knowledge is always considered a valuable asset and strength for organizations, and its achievement is a competitive advantage for organizations. Just as sharing knowledge has positive consequences for the organization, knowledge hiding can have destructive effects on the organization's performance in various aspects. It is necessary to encourage the factors that reduce the knowledge hiding behavior of employees, and one of the strongest factors of this is the leadership in the organization. The aim of this study is to systematic review the impact of different leadership styles on knowledge hiding with a meta-analytical approach. From a total of 167 articles that were obtained in the initial search from reliable scientific information and citation databases, 24 articles were finally selected for meta-analysis based on the protocol clauses. The analyzes show that according to the heterogeneity of the reviewed studies in relation to the research hypotheses based on the random effect size, the effect of all leadership styles on knowledge hiding is confirmed. Also, the results of the fail-safe N test show the stability and immutability of the results of this research. The results of this research show that ethical, altruistic, knowledge, inclusive and empowering leadership styles have a negative effect on knowledge hiding and exploitative leadership style has a positive effect on knowledge hiding.
کلیدواژه‌ها [English]
Knowledge Hiding, Leadership Style, Systematic Review, Meta Analysis

مراجع
Abdillah, M. R., Wu, W. and Anita, R. (2022) ‘Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms’, Knowledge Management Research & Practice, 20(3), pp. 352–366. doi: https://doi.org/10.1080/14778238.2020.1776171. Abdullah, M. I. et al. (2019) ‘Ethical leadership and knowledge hiding: a moderated mediation model of relational social capital, and instrumental thinking’, Frontiers in Psychology, 10, p. 2403. doi: https://doi.org/10.3389/fpsyg.2019.02403. Agarwal, U. A., Gupta, M. and Cooke, F. L. (2022) ‘Knowledge hide and seek: Role of ethical leadership, self-enhancement and job-involvement’, Journal of Business Research, 141, pp. 770–781. doi: https://doi.org/10.1016/j.jbusres.2021.11.074. Anser, M. K. et al. (2021) ‘Ethical leadership and knowledge hiding: an intervening and interactional analysis’, The Service Industries Journal, 41(5–6), pp. 307–329. doi: https://doi.org/10.1080/02642069.2020.1739657. Anwaar, S. and Jingwei, L. (2022) ‘Knowledge hiding in teachers of moral education degree programs in Pakistan: The role of servant leadership, psychological ownership, and perceived coworker support’, Frontiers in Psychology, 13, pp. 1–12. doi: 0.3389/fpsyg.2022.860405. Asrar-ul-Haq, M. and Anwar, S. (2018) ‘The many faces of leadership: Proposing research agenda through a review of literature’, Future Business Journal, 4(2). doi: 10.1016/j.fbj.2018.06.002. Belschak, F. D., Den Hartog, D. N. and De Hoogh, A. H. B. (2018) ‘Angels and demons: The effect of ethical leadership on Machiavellian employees’ work behaviors’, Frontiers in psychology, 9, p. 1082. Borenstein, M. et al. (2009) ‘Effect sizes for continuous data’, The handbook of research synthesis and meta-analysis, 2, pp. 221–235. Borenstein, M. et al. (2010) ‘A basic introduction to fixed-effect and random-effects models for meta-analysis.’, Research synthesis methods, 1(2), pp. 97–111. doi: 10.1002/jrsm.12. Chen, L. et al. (2021) ‘Supply chain leadership and firm performance: A meta-analysis’, International Journal of Production Economics, 235, p. 108082. doi: 10.1016/J.IJPE.2021.108082. Chhabra, B. and Pandey, P. (2023) ‘Job insecurity as a barrier to thriving during COVID-19 pandemic: a moderated mediation model of knowledge hiding and benevolent leadership’, Journal of Knowledge Management, 27(3), pp. 632–654. doi: https://doi.org/10.1108/JKM-05-2021-0403. Donate, M. J. et al. (2022) ‘Dealing with knowledge hiding to improve innovation capabilities in the hotel industry: the unconventional role of knowledge-oriented leadership’, Journal of Business Research, 144, pp. 572–586. Feng, Y. et al. (2022) ‘I cannot be creative due to my exploitative leader! A moderated mediation interplay of leader–member exchange quality and knowledge hiding’, Journal of Organizational Change Management, 35(3), pp. 558–579. Available at: https://doi.org/10.1108/JOCM-04-2021-0127. Field, A. P. and Gillett, R. (2010) ‘How to do a meta-analysis’, British Journal of Mathematical and Statistical Psychology, 63(3), pp. 665–694. doi: 10.1348/000711010X502733. Ghanbari, S. and Majooni, H. (2022) ‘Investigating the relationship between exploitative leadership and knowledge hiding through the mediating role of psychological distress’, Journal of Modern Psychological Researches, 17(66), pp. 239–249. doi: 10.22034/jmpr.2022.15269. (In Persian) Ghanbari, S., Majooni, H. and Taajobi, M. (2023) ‘Investigating the Relationship between Exploitative Leadership and Innovative Performance due to the Mediating Role of Knowledge Hiding’, Journal of Applied Sociology, 33(4), pp. 123–144. doi: 10.22108/jas.2022.133935.2297. (In Persian) Guo, L., Cheng, K. and Luo, J. (2021) ‘The effect of exploitative leadership on knowledge hiding: a conservation of resources perspective’, Leadership & Organization Development Journal, 42(1), pp. 83–98. Available at: https://doi.org/10.1108/LODJ-03-2020-0085. Haq, I. U. et al. (2022) ‘Modeling the turnover intentions of Thai health-care personnel in pandemic times: moderating role of Covid-19 burnout’, Leadership in Health Services, 35(3), pp. 409–427. doi: https://doi.org/10.1108/LHS-11-2021-0090. Al Hawamdeh, N. (2022) ‘Does humble leadership mitigate employees’ knowledge-hiding behaviour? The mediating role of employees’ self-efficacy and trust in their leader’, Journal of Knowledge Management, (ahead-of-print). Available at: https://doi.org/10.1108/JKM-05-2022-0353. He, Y. and Wei, X. (2022) ‘Preventing knowledge hiding behaviors through workplace friendship and altruistic leadership, and mediating role of positive emotions’, Frontiers in Psychology, 13, pp. 1–13. doi: 10.3389/fpsyg.2022.905890. Higgins, J. P. T. et al. (2003) ‘Measuring inconsistency in meta-analyses’, BMJ, 327(7414), pp. 557–560. doi: 10.1136/BMJ.327.7414.557. Imani, F., Eslami, G. and Bagheri, R. (2022) ‘Investigating the Effect of Perceived Ethical Leadership on Knowledge Hiding A Case Study on an Automobile Factory’, Scientific Journal of Organizational Knowledge Management, 5(2), pp. 143–180. Available at: https://jkm.ihu.ac.ir/article_207434.html. (In Persian) JONES, H. E. (2010) ‘Introduction to meta‐analysis’. Wiley Online Library. Karakas, F. and Sarigollu, E. (2012) ‘Benevolent leadership: Conceptualization and construct development’, Journal of Business Ethics, 108, pp. 537–553. Koay, K. Y. and Lim, P. K. (2022) ‘Ethical leadership and knowledge hiding: testing the mediating and moderating mechanisms’, Journal of Knowledge Management, 26(3), pp. 574–591. Available at: https://doi.org/10.1108/JKM-02-2021-0091. Liden, R. C. et al. (2008) ‘Servant leadership: Development of a multidimensional measure and multi-level assessment’, The leadership quarterly, 19(2), pp. 161–177. Lin, L. and Chu, H. (2018) ‘Quantifying publication bias in meta-analysis’, Biometrics, 74(3), pp. 785–794. doi: 10.1111/BIOM.12817. Lin, M. et al. (2020) ‘To empower or not to empower? Multilevel effects of empowering leadership on knowledge hiding’, International Journal of Hospitality Management, 89, p. 102540. Men, C. et al. (2020) ‘Ethical leadership and knowledge hiding: a moderated mediation model of psychological safety and mastery climate’, Journal of Business Ethics, 166, pp. 461–472. doi: https://doi.org/10.1007/s10551-018-4027-7. Mohsin, M. et al. (2021) ‘The empirical investigation between ethical leadership and knowledge-hiding behavior in financial service sector: a moderated-mediated model’, Frontiers in Psychology, 12, p. 5900. doi: https://doi.org/10.3389/fpsyg.2021.798631. Moin, M. F. et al. (2022) ‘A moderated mediation model of knowledge hiding’, The Service Industries Journal, pp. 1–13. Moradi, M. (2022) ‘Meta Analysis Course’. Tehran: School of quantitative and qualitative research. Available at: https://analysisacademy.com/.(In Persian) Moradi, M. and Miralmasi, A. (2020) Pragmatic research method. Edited by F. Seydi. Tehran: Tehran: School of quantitative and qualitative research. Available at: https://analysisacademy.com. (In Persian) Nguyen, T. M., Malik, A. and Budhwar, P. (2022) ‘Knowledge hiding in organizational crisis: The moderating role of leadership’, Journal of Business Research, 139, pp. 161–172. doi: 10.1016/j.jbusres.2021.09.026. Noori, M. et al. (2022) ‘A literature review: Knowledge Hoarding and comparing it with Knowledge Hiding’, Scientific Journal of Organizational Knowledge Management, 5(2), pp. 181–226. Available at: https://jkm.ihu.ac.ir/article_207433.html. (In Persian) Oubrich, M. et al. (2021) ‘Impacts of leadership style, organizational design and HRM practices on knowledge hiding: The indirect roles of organizational justice and competitive work environment’, Journal of Business Research, 137, pp. 488–499. Rashidi, M., Masoumi Bilondi, Z. and SalehPour, M. (2022) ‘The Perception of Employee Exclusion and Knowledge Concealment: The Moderating Role of Job Stress and Job Independence’, Scientific Journal of Organizational Knowledge Management, 5(3), pp. 201–234. Available at: https://jkm.ihu.ac.ir/article_207551.html. (In Persian) Sabrina, R. et al. (2022) ‘How Does Self-Sacrificial Leadership Affect Knowledge Sharing and Knowledge Hiding?: Organization’s Cultural Prospective’, Journal of Ethnic and Cultural Studies, 9(2), pp. 96–120. doi: 10.29333/ejecs/1165. Sedgwick, P. (2015) ‘Meta-analyses: what is heterogeneity?’, BMJ, 350. doi: 10.1136/BMJ.H1435. Sheidae, S. et al. (2021) ‘Antecedents and Consequences of Knowledge Hiding: A Literature Review’, in European Conference on Knowledge Management. Academic Conferences International Limited, pp. 692–704. Sosik, J. J., Jung, D. and Dinger, S. L. (2009) ‘Values in authentic action: Examining the roots and rewards of altruistic leadership’, Group & Organization Management, 34(4), pp. 395–431. Sutton, A. J. et al. (2000) ‘Modelling publication bias in meta-analysis: a review’, Statistical Methods in Medical Research, 9(5), pp. 421–445. doi: 10.1177/096228020000900503. Syed, F. et al. (2021) ‘Frogs in boiling water: a moderated-mediation model of exploitative leadership, fear of negative evaluation and knowledge hiding behaviors’, Journal of Knowledge Management, 25(8), pp. 2067–2087. Available at: https://doi.org/10.1108/JKM-11-2019-0611. Tan, K.-L., Hii, I. S. H. and Cheong, K. C.-K. (2022) ‘Knowledge “hiding and seeking” during the pandemic: who really wins in the new normal?’, VINE Journal of Information and Knowledge Management Systems, (ahead-of-print). Available at: https://doi.org/10.1108/VJIKMS-04-2022-0123. Valikhni Dehaghani, M. and Mohammadi, A. (2022) ‘Rview of the relationship between psychological knowledge ownership, knowledge hiding and the mediating role of trust and ethical leadership’, Scientific Journal of New Management and Accounting Research Approaches, 6(20), pp. 2172–2188. Available at: https://majournal.ir/index.php/ma/article/view/1383. (In Persian) Xia, Q. et al. (2019) ‘The curvilinear relationship between knowledge leadership and knowledge hiding: the moderating role of psychological ownership’, Leadership & Organization Development Journal, 40(6), pp. 669–683. Available at: https://doi.org/10.1108/LODJ-10-2018-0362. Zhang, H. and Ye, M. (2016) ‘A literature review of self-sacrificial leadership’, Psychology, 7(9), pp. 1205–1210.
آمار تعداد مشاهده مقاله: 421 تعداد دریافت فایل اصل مقاله: 344

اخبار و اعلانات

آمار

مرور سیستماتیک تاثیر سبک‌های رهبری بر پنهان‌سازی دانش: رویکرد فراتحلیل