Knowledge Hiding in Organizations

Objective

In order to understand knowledge management within knowledge-intensive organizations, we focus on the question of how and why employees hide their knowledge. Specifically, we investigate individual, interpersonal, and organizational factors that increase the intention to hide knowledge as well as the significance of leadership for knowledge hiding in teams.

Project Team

Sponsors & Collaborators

BMW Deutschland

Opportunities to get involved

http://www.rm.wi.tum.de/teaching/projektstudien-abschlussarbeiten/

Publications

Knipfer, K., Schmid, E., & Mangold, S. (2016, September). Ausnutzende Führung und ihre Effekte auf den Wissensaustausch in Arbeitsteams: Ein Mediationsmodell. Symposium accepted for presentation at the 50th Conference of the German Society for Psychology (DGPs), Leipzig, Germany.

Knipfer, K., Schmid, E., Mangold, S., & Melzer, K. (2015, September). If you take it all – I hide it! The effects of exploitative leadership on followers’ knowledge hiding within the team: A mediation model of distrust. In E. Schmid & S. Braun (Chairs), Man erntet, was man sät – Negative Führung und ihre Folgen (What goes around comes around – Negative leadership and ist consequences). Symposium conducted at the Convention of the Industrial & Organizational Psychology Section of the German Association of Psychology (DGPs).

Mangold, S., Knipfer, K., & Peus, C. (2015, May). New insights on why and how people hide knowledge from their co-workers: A qualitative interview study. Poster session presented at the 17th Congress of the European Association of Work and Organizational Psychology, Oslo, Norway.

Mangold, S., Knipfer, K., & Peus, C. (2015, April). Reasons, strategies, and consequences of knowledge hiding: New insights from the hider’s and the seeker’s perspective. Paper presented at the Organizational Learning, Knowledge and Capabilities (OLKC) conference, Milan, Italy.

Learning from Job Challenges

Objective

In our research projects, we examine the antecedents, processes and results of learning by reflection when facing developmental challenges at work. Our insights inspire the development and implementation of experiential learning approaches for TUM executive education and leader development.

Project Team

Sponsors & Collaborators

TUM School of Management, Executive Education Center

Opportunities to get involved

http://www.rm.wi.tum.de/teaching/projektstudien-abschlussarbeiten/

Publications

Sparr, J. L., Knipfer, K., & Willems, F. (in press). How leaders can get the most out of formal training: The significance of feedback-seeking and reflection as informal learning behaviors. Human Resource Development Quarterly.

Schmid, E., Knipfer, K., & Peus, C. (2015). Wissen alleine reicht nicht. Förderung von Selbst(lern)kompetenzen in der Führungskräfteentwicklung: Executive-MBA-Ausbildung an der TUM School of Management [Knowledge alone is not sufficient. Fostering self-development of leaders: Executive education at the TUM School of Management]. PERSONALFÜHRUNG, 1, 50–57.

Knipfer, K., Scholl, A., & Kump, B. (2014). Lernen durch Reflexion: Lösungsansätze für die Zukunft. [Reflective learning: Novel approaches.] Wirtschaftspsychologie aktuell. Zeitschrift für Personal und Management, 3, 19–23.

Knipfer, K., Kump, B., Wessel, D., & Cress, U. (2013). Reflection as catalyst for organisational learning. Studies in Continuing Education, 35, 30-48.

Rumination as a Major Barrier for Learning in and of Organizations

Objective

In several research projects, we examine the antecedents, processes and results of learning by reflection when facing developmental challenges at work.

Project Team

Dr. Kristin Knipfer

Sponsors & Collaborators

Opportunities to get involved

http://www.rm.wi.tum.de/teaching/projektstudien-abschlussarbeiten/

Publications

Otte, K., Krys, S., & Knipfer, K. (2016, September). When thinking about the problem impairs solving the problem: Rumination and its effects on stress and performance. Paper accepted for presentation at the 50th Conference of the German Society for Psychology (DGPs), Leipzig, Germany.

Kump, B., & Knipfer, K. (2016, April). Collective rumination at work: When “talking about the problem” hinders organizational learning and innovation. Paper presented at the Organizational Learning, Knowledge and Capabilities (OLKC) Conference, St. Andrews, UK.

Knipfer, K., Scholl, A., & Kump, B. (2014). Lernen durch Reflexion: Lösungsansätze für die Zukunft. [Reflective learning: Novel approaches.] Wirtschaftspsychologie aktuell. Zeitschrift für Personal und Management, 3, 19–23.

Knipfer, K., Kump, B., Wessel, D., & Cress, U. (2013). Reflection as catalyst for organisational learning. Studies in Continuing Education, 35, 30–48.