Chuang, You-TaGood, Jessica Ruth Lenore2023-03-282023-03-282022-10-282023-03-28http://hdl.handle.net/10315/40969Given that knowledge gives firms a competitive advantage, interest in knowledge management is expanding (Bibi et al., 2021; Jasimuddin, 2006; Wang & Noe, 2010). To gain knowledge, organizations must ensure that knowledge is shared amongst their employees (Hinds et al., 2001; Wang & Noe, 2010). Although knowledge sharing has been the subject of much research (Wang & Noe, 2010), we still have more to learn about other knowledge-management behaviours, such as knowledge hiding and knowledge manipulation (Rhee & Choi, 2017). In this dissertation, I will investigate the antecedents of knowledge hiding and knowledge manipulation in three studies from a contextual, relational, and dyadic perspective. In study 1, I explore the contextual factors of the work environment and how they impact knowledge hiding and knowledge manipulation. In study 2, I explore the relational factors by investigating the mechanism that impacts work engagement, knowledge hiding and knowledge manipulation through team member exchange. In study 3, I explore knowledge hiding and knowledge manipulation from a dyadic perspective in a purely theoretical piece. In addition to theoretical contribution by extending the literature on knowledge hiding and knowledge manipulation, this research offers important implications for managers and employees on how contextual, relational, and dyadic factors can be modified to decrease knowledge hiding and knowledge manipulation.Author owns copyright, except where explicitly noted. Please contact the author directly with licensing requests.Organizational behaviorElectronic Thesis or Dissertation2023-03-28Knowledge hidingKnowledge manipulationNegative affectRole overloadWork engagementTeam-member-exchangeStatusCooperationCompetition