The influence of organizational justice on knowledge-based employees’ knowledge hiding behavior—based on theory of planned behavior and emotional exhaustion factor

dc.contributor.advisorSid Suntrayuthth
dc.contributor.authorYINGJUN DUth
dc.date.accessioned2023-12-12T07:18:05Z
dc.date.available2023-12-12T07:18:05Z
dc.date.issued2023th
dc.date.issuedBE2566th
dc.description.abstractThis study explored the influence mechanism of organizational justice on knowledge hiding behavior of knowledge workers, and examined the relationship between organizational justice and knowledge hiding behavior, including knowledge hiding attitude, subjective norms, behavioral control, intention and emotional exhaustion. The research is mainly based on Social Exchange Theory (SET), Theory of Planned Behavior (TPB), Social Cognitive Theory (SCT) and Conservation of Resources Theory (COR). Survey data for this study was collected from 545 faculty members from 79 colleges and universities in Guangxi, China. The results indicate that organizational justice significantly influences knowledge hiding behavior through the theoretical framework of planned behavior and emotional exhaustion. In addition, emotional exhaustion and knowledge hiding attitudes, subjective norms, behavioral control, and intention play a mediating effect between organizational justice and knowledge hiding behavior. Although procedural and distributive justice did not significantly and negatively affect knowledge hiding behavior, they did affect knowledge hiding attitudes, subjective norms, behavioral control, intention and emotional exhaustion, and ultimately knowledge hiding behavior. This study deepens the theory of knowledge hiding and enriches and improves the theory of knowledge management. In particular, the mediating effect of emotional exhaustion was found in the relationship between organizational justice and knowledge-hiding behavior, thus extending the modeling framework of the theory of planned behavior. The knowledge hiding behavior of knowledge employees is not conducive to the smooth flow of knowledge within the organization, resulting in the waste of existing knowledge resources of the organization and affecting organizational performance and organizational creativity. This study suggests that managers should pay attention to enhancing the organizational justice climate, improving employees' sense of organizational justice, focusing on employees' emotional exhaustion problems, and reasonably selecting knowledge exchange targets, which provide useful practical references for organizations to prevent and reduce the occurrence of knowledge hiding among knowledge workers in advance.th
dc.format.mimetypeapplication/pdfth
dc.identifier.urihttps://repository.nida.ac.th/handle/662723737/6736th
dc.language.isoength
dc.publisherNational Institute of Development Administrationth
dc.rightsThis work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.th
dc.subjectOrganizational justiceen
dc.subjectOrganizational justiceth
dc.subjectKnowledge hidingen
dc.subjectKnowledge hidingth
dc.subjectTheory of Planned Behavioren
dc.subjectTheory of Planned Behaviorth
dc.subjectEmotional exhaustionen
dc.subjectEmotional exhaustionth
dc.titleThe influence of organizational justice on knowledge-based employees’ knowledge hiding behavior—based on theory of planned behavior and emotional exhaustion factorth
dc.typetext--thesis--doctoral thesisth
mods.genreDissertationth
mods.physicalLocationNational Institute of Development Administration. Library and Information Centerth
thesis.degree.grantorNational Institute of Development Administrationth
thesis.degree.levelDoctoralth
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