{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,5,12]],"date-time":"2026-05-12T18:58:46Z","timestamp":1778612326074,"version":"3.51.4"},"reference-count":60,"publisher":"Emerald","issue":"2","license":[{"start":{"date-parts":[[2019,3,11]],"date-time":"2019-03-11T00:00:00Z","timestamp":1552262400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["JKM"],"published-print":{"date-parts":[[2019,3,11]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title><jats:p>Despite managers\u2019 investments in facilitating knowledge sharing, knowledge hiding remains prevalent in organizations. Existing studies shed light on the antecedents and consequences of knowledge hiding from the hider\u2019s perspective. This study, the first, aims to examine the consequences of perceived knowledge hiding on the performance of knowledge seekers individually and organizations more broadly.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title><jats:p>The authors develop a theoretical framework, drawing on self-determination theory (SDT) and social exchange theory (SET). The framework is tested empirically via hierarchical regression analyses, using survey data collected from salespersons (<jats:italic>n<\/jats:italic>= 296) and supervisors (<jats:italic>n<\/jats:italic>= 83) employed by one of the largest distribution and market expansion companies in Myanmar.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>Consistent with SDT, the results show that perceived knowledge hiding exerts a positive effect on knowledge seekers\u2019 individual sales performance, although this relationship is moderated by social interaction. Conversely, the results show a negative relationship between perceived knowledge hiding and team viability, which is moderated by reward structure, consistent with SET.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Research limitations\/implications<\/jats:title><jats:p>The results have several strategic implications, including on the type of reward structures (i.e. individual vs team-based) that most effectively mitigate the negative consequences of perceived knowledge hiding.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>This is the first empirical study of the consequences of perceived knowledge hiding. This model integrates two theoretical perspectives which highlight positive and negative consequences of perceived knowledge hiding.<\/jats:p><\/jats:sec>","DOI":"10.1108\/jkm-04-2018-0245","type":"journal-article","created":{"date-parts":[[2018,9,25]],"date-time":"2018-09-25T03:20:27Z","timestamp":1537845627000},"page":"279-296","source":"Crossref","is-referenced-by-count":140,"title":["The double-edged effects of perceived knowledge hiding: empirical evidence from the sales context"],"prefix":"10.1108","volume":"23","author":[{"given":"Yonggui","family":"Wang","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Myat Su","family":"Han","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Diandian","family":"Xiang","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Daniel Peter","family":"Hampson","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"issue":"4","key":"key2020092420524104300_ref001","doi-asserted-by":"crossref","first-page":"17","DOI":"10.5465\/ame.1996.3145316","article-title":"Characteristics of managerial careers in the 21st century","volume":"10","year":"1996","journal-title":"Academy of Management Perspectives"},{"issue":"4","key":"key2020092420524104300_ref002","doi-asserted-by":"crossref","first-page":"329","DOI":"10.1080\/08853134.2005.10749068","article-title":"Enhancing customer-needs\u2013driven CRM strategies: core selling teams, knowledge management competence, and relationship marketing competence","volume":"25","year":"2005","journal-title":"Journal of Personal Selling & Sales Management"},{"key":"key2020092420524104300_ref003","volume-title":"The Evolution of Cooperation","year":"1984"},{"issue":"1","key":"key2020092420524104300_ref004","doi-asserted-by":"crossref","first-page":"49","DOI":"10.5465\/amj.2006.20785500","article-title":"Ties, leaders, and time in teams: strong inference about network structure\u2019s effects on team viability and performance","volume":"49","year":"2006","journal-title":"Academy of Management Journal"},{"issue":"3","key":"key2020092420524104300_ref005","doi-asserted-by":"crossref","first-page":"301","DOI":"10.1177\/1046496409333404","article-title":"Unlocking the influence of leadership network structures on team conflict and viability","volume":"40","year":"2009","journal-title":"Small Group Research"},{"issue":"4","key":"key2020092420524104300_ref006","doi-asserted-by":"crossref","first-page":"300","DOI":"10.1108\/02683940910952705","article-title":"Team-based reward allocation structures and the helping behaviors of outcome-interdependent team members","volume":"24","year":"2009","journal-title":"Journal of Managerial Psychology"},{"issue":"3","key":"key2020092420524104300_ref007","doi-asserted-by":"crossref","first-page":"355","DOI":"10.1016\/0148-2963(82)90039-X","article-title":"Measuring the performance of industrial salespersons","volume":"10","year":"1982","journal-title":"Journal of Business Research"},{"issue":"4","key":"key2020092420524104300_ref008","doi-asserted-by":"crossref","first-page":"275","DOI":"10.1177\/2041386611405876","article-title":"Team viability for long-term and ongoing organizational teams","volume":"1","year":"2011","journal-title":"Organizational Psychology Review"},{"key":"key2020092420524104300_ref009","volume-title":"Exchange and Power in Social Life","year":"1964"},{"key":"key2020092420524104300_ref010","volume-title":"Knowledge Assets: Securing Competitive Advantage in the Information Economy","year":"1998"},{"issue":"2","key":"key2020092420524104300_ref011","doi-asserted-by":"crossref","first-page":"138","DOI":"10.1006\/game.2000.0818","article-title":"Reference points and negative reciprocity in simple sequential games","volume":"36","year":"2001","journal-title":"Games and Economic Behavior"},{"issue":"2","key":"key2020092420524104300_ref012","doi-asserted-by":"crossref","first-page":"107","DOI":"10.1080\/15305051003637306","article-title":"Testing for measurement and structural equivalence in large-scale cross-cultural studies: addressing the issue of nonequivalence","volume":"10","year":"2010","journal-title":"International Journal of Testing"},{"issue":"1","key":"key2020092420524104300_ref013","doi-asserted-by":"crossref","first-page":"172","DOI":"10.5465\/amj.2012.0122","article-title":"What goes around comes around: knowledge hiding, perceived motivational climate, and creativity","volume":"57","year":"2014","journal-title":"Academy of Management Journal"},{"issue":"3","key":"key2020092420524104300_ref014","doi-asserted-by":"crossref","first-page":"501","DOI":"10.1111\/j.1744-6570.2006.00045.x","article-title":"How much do high-performance work practices matter? 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