Research Proposal

Understanding the Impact of Envy on Collective Efficacy with the Mediating

Effect of Knowledge-Hiding Behavior and Analyzing the Moderating Effects of
Psychological Entitlement and Religious Salience in the Textile Organizations

Nadeem Nadeem
 Abstract:

This research explores the intricate interplay between envy, knowledge hiding, and collective efficacy
within the textile sector of Pakistani organizations. Drawing on a multidimensional framework, the study
investigates the impact of envy on knowledge-hiding behavior and its subsequent influence on collective
efficacy. Additionally, the research delves into the moderating effects of Psychological Entitlement and
Religious Salience on these relationships.

The background underscores the significance of effective teamwork for organizational success,
emphasizing the potential disruptive effects of conflicts fueled by envy on knowledge sharing and
collective efficacy. The study's five research questions and corresponding objectives aim to unravel the
nuanced dynamics at play.

The theoretical framework integrates the Conservation of Resources Theory and Social Comparison
Theory to provide a comprehensive understanding of knowledge hiding behavior. The literature review
highlights existing gaps in understanding the mechanisms through which envy leads to knowledge hiding
and introduces the moderating roles of Psychological Entitlement and Religious Salience.

Methodologically, the research adopts a mixed-methods approach, combining surveys and qualitative
interviews to gather insights into the experiences of employees regarding envy, psychological
entitlement, religious salience, and instances of knowledge hiding.

Anticipated contributions include enriching the literature on the relationship between envy, knowledge
hiding, and collective efficacy in the unique context of Pakistani textile organizations. The findings are
expected to inform organizational strategies to mitigate knowledge-hiding behaviors, fostering a
collaborative and innovative work culture.

The significance of the study lies in its potential to enhance collaboration and innovation within research
institutes, ultimately contributing to the advancement of knowledge and scientific progress.
Introduction: When people have conflicts, these conflicts can lead to envy and result in unhelpful
behaviors, like hiding knowledge from each other, as found in a study by He Peng (2020). Organizations
are increasingly relying on teams to innovate and respond to the rapidly changing marketplace
(Edmondson, 1999; West, 2002, Tjosvold, 2004). However, developing teams that can be effective has
proved to be a difficult task that requires considerable investment (Hackman, 1990, Tjosvold, 2004).
Employees may need to carry out more tasks, which they may feel they cannot complete because of the
lack of information and capability, leading to low job engagement and unwillingness to share knowledge
with others (Aarabi et al., 2013). Organizations motivate and encourage employees to engage in
knowledge sharing so that optimal organizational performance, greater innovation and less duplication
of efforts are achieved (Pan et al., 2018). Yet, not all employees act accordingly, and some may even
deliberately obscure the knowledge demanded by their colleagues at the workplace. Such an
environment can lead to employees being cynical about their workplace, which leads to several adverse
consequences, including knowledge hiding behaviors by employees. (Nguyen et al, 2022). Knowledge
hiding refers to “an intentional attempt by an individual to withhold or conceal knowledge that has been
requested by another person” (Connelly et al., 2012, p. 65). Knowledge hiding is detrimental for
companies because it stifles creativity (e.g. Cerne et al., 2014). Knowledge hiding is widely prevalent in
the workplace (Jiang, 2019), with reports that 76% of employees have withheld knowledge from their
colleagues (The Globe and Mail, 2006, He Peng, 2020). As knowledge hiding occurs in the context of
interactions between two or more co-workers, it is generally governed by an implicit and sometimes an
explicit social exchange (Blau, 1964).

In the competitive world of scientific research, the dynamics within organizations play a crucial role in
innovation and progress. However, envy within these teams can lead to unproductive behaviors such as
knowledge hiding, and may negatively impact on collective efficacy. This research aims to investigate
the influence of envy on collective efficacy with the mediation of knowledge-hiding behavior within
textile sector in Pakistan. The study will also examine the moderating effects of Psychological
entitlement on the first stage and that of religious Salience on the second stage.

Background: The growing emphasis on teamwork in organizations necessitates effective collaboration.

However, conflicts arising from envy can hinder knowledge sharing, impacting collective efficacy of
teams. Knowledge hiding, defined as the intentional withholding or concealment of requested
knowledge, poses a significant threat to organizational creativity and effectiveness.

Research Questions:

1. What is the influence of envy on knowledge-hiding behavior among Pakistani textile

organizations?

2. To what extent does the Psychological entitlement moderate the relationship between envy and
knowledge hiding?

3. What is the influence of knowledge-hiding behavior on Collective Efficacy among Pakistani

textile organizations?
 4. To what extent does the Religious Salience moderate the relationship between knowledge
hiding and Collective Efficacy?

5. Does Knowledge Hiding mediate the relationship between Envy and Collective Efficacy?

Objectives:

1. To examine the impact of envy on knowledge-hiding behavior in Pakistani textile organizations.

2. To investigate the moderating effect of Psychological entitlement on the the relationship

between envy and knowledge hiding?

3. To examine the influence of knowledge-hiding behavior on Collective Efficacy among Pakistani

textile organizations

4. To investigate the moderating effect of self-serving bias on the relationship between envy and
knowledge hiding.

5. To examine whether Knowledge Hiding mediates the relationship between Envy and Collective
Efficacy

Theoretical Framework: This research will be guided by the Conservation of Resources Theory (COR)
(Hobfoll, 1989), exploring how individuals protect valued resources, including knowledge. Social
comparison theory (Festinger, 1954) will further be employed to understand how envy, as a
consequence of undesirable social comparison, may lead to knowledge hiding. Given the complex
nature of the phenomenon of knowledge hiding, it is logical to draw on a relevant theoretical framework
- Conservation of Resources Theory (COR) (Hobfoll, 1989) to gain deeper insights into knowledge hiding
behavior. The COR theory (Hobfoll, 1989) helps explain why employees hide their essential resource,
i.e., knowledge. Employees are motivated to protect the things that they value (Simha et al., 2014). They
will endeavor to maintain resources if they perceive a threat against a valued resource (Hobfoll, 1989;
Simha et al., 2014). Prior research (Connelly et al., 2012) has extensively investigated knowledge hiding
as a prevalent behavior in organizational contexts, studies by Li et al. (2018) have identified antecedents
such as envy and lack of psychological safety, research conducted by Wang et al. (2019) has revealed its
adverse outcomes, including reduced team performance, diminished trust, and hindered innovation,
and findings from Nguyen (2022) have contributed to our understanding of additional antecedents,
namely role conflict, job insecurity, and cynicism, while also examining its impact on job performance.

Literature Review: Previous studies have highlighted the prevalence of knowledge hiding in
organizational settings (Connelly et al., 2012) and identified antecedents such as envy (Li et al., 2018).
However, the specific mechanisms through which envy leads to knowledge hiding remain
underexplored. This research aims to address this gap by proposing a framework based on social
comparison theory and examining the moderating role of psychological entitlement and Religigious
Salince.

Several decades of research document a consistent asymmetry in the attributions people make for their
personal outcomes. In general, people make internal attributions for desired outcomes and external
attributions for undesired outcomes. Although researchers at times have labeled this asymmetry
benefectance (Greenwald, 1980) and egotistical attributions (Stephan, Rosenfield, & Stephan, 1976), the
most common name is the Psychological Entitlement (Miller & Ross, 1975). The Psychological
Entitlement occurs for a variety of events and in a variety of settings. It is evident in workers who
attribute receiving promotions to hard work and exceptional skill, yet attribute denial of promotions to
unfair bosses. The concept of Collective efficacy was introduced by Bandura's influential work in 1997.
Collective efficacy signifies a shared belief among team members in their ability to achieve common
goals. There exists an interesting relationship between collective efficacy and knowledge-hiding, a
connection supported indirectly by various related studies. Knowledge-hiding, as a key element in this
account, involves employees hiding valuable information within the organization (Xiao & Cooke, 2018).
This hiding, resulting from restricted access to knowledge, sets off a chain reaction. It disrupts the
team's collaborative efforts, hindering their collective ability to carry out tasks effectively (Xiao & Cooke,
2018). Moreover, it casts a shadow on the trust among team members, making them less likely to seek
help from or provide support to one another, distorting their perception of collective efficacy.
Knowledge-hiding emerges as a barrier that blocks the flow of insights and suffocates optimal
performance (Chen et al., 2006; Wuryanti & Setiawan, 2017). The team's innate capacity to blend
diverse knowledge sources, resulting in innovative ideas, is silenced by knowledge-hiding (Foss et al.,
2015; Lee, 2016). As this source of collaboration is suppressed, the team's creative potential diminishes,
impacting their ability to generate fresh solutions (Wang & Noe, 2010). Furthermore, the effects of
knowledge-hiding reach into the transformation of inherent knowledge into shared organizational
knowledge, a process fundamental to collective efficacy (Nguyen, 2020). This suppression of knowledge
transformation hinders the team's ability to come up with innovative ideas, casting a shadow over
collective efficacy (Chen et al., 2011).

Studies that have examined the effects of variables similar to religious salience on positive attitudes and
behaviors indicate a generally positive relationship. Wolkomir et al. (1997) found that religious salience
was positively related to responsible behavior. Martin and Bateman (2014) demonstrated that before
controlling for demographic variables, intrapersonal religious commitment (similar to intrinsic
religiosity) was related to positive behaviors. Minton et al. (2015) found that the strength of religious
beliefs (similar to intrinsic religiosity) was a predictor of positive behaviors. Other religious traditions
also advocate positive behaviours. Rice (2006) discusses Islamic environmental ethics and states that
religiosity among Muslims is associated with positive and responsible behaviors. Narayanan (1997) notes
the importance of the knowledge sharing in Hindu tenets. A criticism of consumerism offered by
Buddhism is that it harms other living things (Kaza 2010).

Methodology: The research will be conducted through a mixed-methods approach, combining surveys
and qualitative interviews. A questionnaire will be distributed to teams of employees within the
organizations, assessing their experiences with envy, psychological entitlement, Religious Salience and
instances of knowledge hiding. Additionally, in-depth interviews will be conducted with selected
participants to gain a deeper understanding of the emotions and motivations behind knowledge-hiding
behavior.

Expected Contributions: This research is expected to contribute to the existing literature by providing
insights into the relationship between envy, knowledge hiding and collective efficacy in a unique cultural
and organizational context. The findings will inform organizational strategies to mitigate knowledge-
hiding behaviors, fostering a more collaborative and innovative research environment.

Significance of the Study: Understanding the dynamics of envy and knowledge hiding is crucial for
research institutes aiming to enhance collaboration and innovation. The study's findings can inform
interventions and policies that promote a positive work culture, ultimately contributing to the
advancement of knowledge and scientific progress.
References:

1. He Peng. (2020). Linking work-related and non-work-related supervisor–subordinate

relationships to knowledge hiding: a psychological safety lens.

2. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative
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3. Tjosvold, D. (2004). Reflexivity for Team Innovation in China. Group & Organization
Management, 29(5), 540–559.

4. Aarabi, S. M., Eslami, J., & Saei, L. (2013). The role of knowledge management in organizational
innovation. International Journal of Information Management, 33(5), 876-880.

5. Nguyen, H. T. (2022) Elongating nexus between workplace factors and knowledge

hiding behavior: mediating role of job anxiety

6. Connelly, C. E., Zweig, D., Webster, J., & Trougakos, J. P. (2012). Knowledge hiding in
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8. Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress.

American Psychologist, 44(3), 513-524.

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