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dc.contributor.authorSingh , Sanjay
dc.date.accessioned2019-02-24T06:36:18Z
dc.date.available2019-02-24T06:36:18Z
dc.date.issued2019
dc.identifier.citationhttps://reader.elsevier.com/reader/sd/pii/S0148296318306453?token=647ABDE5B01418F261D7A54AEC9EF78295363F8334F251BC1FA4CA2204A2DCE3C220A99F1AA64FA5BA79BC2CC7A7F274en_US
dc.identifier.urihttps://dspace.adu.ac.ae/handle/1/1619
dc.descriptionSingh, S. K. (2019). Territoriality, task performance, and workplace deviance: Empirical evidence on role of knowledge hiding. Journal of Business Research, 97, 10-19.en_US
dc.description.abstractWhy and when people share their knowledge has received enough academic attention, while little attention devoted to why and when people hide knowledge at workplace. Drawing on the social exchange theory, the norms of reciprocity, and the psychological ownership theory, this study examines how territoriality directly and under the indirect influence of knowledge hiding affect task performance and workplace deviance in organization .en_US
dc.language.isoen_USen_US
dc.publisherEmeralden_US
dc.subjectTerritorialityen_US
dc.subjectKnowledge hidingen_US
dc.subjectTask performanceen_US
dc.subjectWorkplace devianceen_US
dc.titleTerritoriality, task performance, and workplace deviance: Empirical evidence on role of knowledge hidingen_US
dc.typeArticleen_US
dc.identifier.doihttps://doi.org/10.1016/j.jbusres.2018.12.034


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