Tan, Kim-Lim, Hii, Ivy S.H., Tan, Sook Rei, and Cham, Tat-Huei (2025) Does ethical leadership always improve individual competitive productivity? Examining knowledge management behavior via motivational pathways. VINE Journal of Information and Knowledge Management Systems. (In Press)

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Abstract

Purpose: In the contemporary knowledge-centric economy, unraveling the intricacies of knowledge sharing and hiding is paramount. Yet, extant studies often evaluate knowledge sharing and hiding on a standalone basis, overlooking the distinctive constructs that drive both behaviors. This study aims to delve into the nuanced relationship between ethical leadership and individuals’ inclinations to share or withhold knowledge, assessing the consequent implications for their individual competitive productivity.

Design/methodology/approach: This study encompasses two phases of data collection conducted through online surveys involving a total of 408 employees from the private sector.

Findings: The findings underscore ethical leadership positively correlates with knowledge sharing but not with knowledge hiding. Autonomous motivation bolsters knowledge sharing and mitigates knowledge hiding, whereas controlled motivation exhibits contrasting tendencies.

Originality/value: This research contributes novel insights into the complex interplay between leadership style, motivation, knowledge sharing, knowledge hiding and individual performance outcomes within organizational settings. It challenges conventional assumptions by demonstrating that ethical leadership fosters knowledge sharing, yet not knowledge hiding. In addition, it unveils the nuanced effects of different motivational orientations. The unexpected positive association between knowledge hiding and individual and collective performance underscores the complexity of knowledge dynamics within organizations, challenging prevailing views and suggesting avenues for further exploration. Overall, this study advances our understanding of the multifaceted dynamics shaping knowledge management practices and their implications for organizational performance.

Item ID:	86954
Item Type:	Article (Research - C1)
ISSN:	1474-1032
Copyright Information:	© Kim-Lim Tan, Ivy S. H. Hii, Sook Rei Tan and Tat-Huei Cham. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0
Date Deposited:	26 Aug 2025 02:56
FoR Codes:	35 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 3505 Human resources and industrial relations > 350503 Human resources management @ 100%
SEO Codes:	28 EXPANDING KNOWLEDGE > 2801 Expanding knowledge > 280106 Expanding knowledge in commerce, management, tourism and services @ 100%
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