Knowledge donation, hoarding, and hiding behaviors of high performers: Mediation role of deviant silence
High performance punishment occurs when organizations distribute more work responsibilities to their best performers without offering supplementary compensation or recognition. The lack of appreciation through additional rewards creates burnout and employee resentment in such situations. Drawing on...
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| Format: | Article |
| Language: | Spanish |
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Elsevier
2025-05-01
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| Series: | European Research on Management and Business Economics |
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| Online Access: | http://www.sciencedirect.com/science/article/pii/S2444883425000087 |
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| author | Muhammad Waseem Bari Qurratulain Khan Francesca Di Virgilio |
| author_facet | Muhammad Waseem Bari Qurratulain Khan Francesca Di Virgilio |
| author_sort | Muhammad Waseem Bari |
| collection | DOAJ |
| description | High performance punishment occurs when organizations distribute more work responsibilities to their best performers without offering supplementary compensation or recognition. The lack of appreciation through additional rewards creates burnout and employee resentment in such situations. Drawing on social exchange theory, this study examines the impact of high-performance punishment on high performers’ knowledge behaviors: knowledge donation, hoarding, and hiding. Besides, how deviant silence mediates these relationships. The sample data are collected from 534 employees of IT organizations across countries, and data are analyzed using the PLS-SEM technique with the Smartpls 4 software. The results show that high-performance punishment positively impacts knowledge hoarding and hiding behaviors but does not significantly impact knowledge donation. Deviant silence partly mediates the relationship between high-performance punishment and knowledge behaviors. It is deduced that although high-performance punishment promotes negative knowledge behaviors, but it does not affect willingness to donate knowledge until an employee indulges in deviant silence. The paper concludes with practical implications for organizations and submissions for future studies on managing high-performing employees. |
| format | Article |
| id | doaj-art-290d223fa6a54c73ae70af3fb5089fa0 |
| institution | OA Journals |
| issn | 2444-8834 |
| language | Spanish |
| publishDate | 2025-05-01 |
| publisher | Elsevier |
| record_format | Article |
| series | European Research on Management and Business Economics |
| spelling | doaj-art-290d223fa6a54c73ae70af3fb5089fa02025-08-20T02:10:20ZspaElsevierEuropean Research on Management and Business Economics2444-88342025-05-0131210027610.1016/j.iedeen.2025.100276Knowledge donation, hoarding, and hiding behaviors of high performers: Mediation role of deviant silenceMuhammad Waseem Bari0Qurratulain Khan1Francesca Di Virgilio2Lyallpur Business School, Government College University Faisalabad, Pakistan; Corresponding author.Department of Public Administration, University of Kotli, Azad Jammu and Kashmir, PakistanDepartment of Law and Economics, University of Molise, ItalyHigh performance punishment occurs when organizations distribute more work responsibilities to their best performers without offering supplementary compensation or recognition. The lack of appreciation through additional rewards creates burnout and employee resentment in such situations. Drawing on social exchange theory, this study examines the impact of high-performance punishment on high performers’ knowledge behaviors: knowledge donation, hoarding, and hiding. Besides, how deviant silence mediates these relationships. The sample data are collected from 534 employees of IT organizations across countries, and data are analyzed using the PLS-SEM technique with the Smartpls 4 software. The results show that high-performance punishment positively impacts knowledge hoarding and hiding behaviors but does not significantly impact knowledge donation. Deviant silence partly mediates the relationship between high-performance punishment and knowledge behaviors. It is deduced that although high-performance punishment promotes negative knowledge behaviors, but it does not affect willingness to donate knowledge until an employee indulges in deviant silence. The paper concludes with practical implications for organizations and submissions for future studies on managing high-performing employees.http://www.sciencedirect.com/science/article/pii/S2444883425000087D80D23P17 |
| spellingShingle | Muhammad Waseem Bari Qurratulain Khan Francesca Di Virgilio Knowledge donation, hoarding, and hiding behaviors of high performers: Mediation role of deviant silence European Research on Management and Business Economics D80 D23 P17 |
| title | Knowledge donation, hoarding, and hiding behaviors of high performers: Mediation role of deviant silence |
| title_full | Knowledge donation, hoarding, and hiding behaviors of high performers: Mediation role of deviant silence |
| title_fullStr | Knowledge donation, hoarding, and hiding behaviors of high performers: Mediation role of deviant silence |
| title_full_unstemmed | Knowledge donation, hoarding, and hiding behaviors of high performers: Mediation role of deviant silence |
| title_short | Knowledge donation, hoarding, and hiding behaviors of high performers: Mediation role of deviant silence |
| title_sort | knowledge donation hoarding and hiding behaviors of high performers mediation role of deviant silence |
| topic | D80 D23 P17 |
| url | http://www.sciencedirect.com/science/article/pii/S2444883425000087 |
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