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<p>Organizational cronyism is a pervasive phenomenon in the South Asian region, where favors are granted to certain employees (i.e., associates, friends, acquaintances, etc.) based on non-merit factors that result in the formation of in-groups and out-groups. The current study aimed to find out the impact of organizational cronyism on out-group employees’ innovative work behavior through a moderated mediation interplay of knowledge hiding and organizational cynicism. A three-wave data collection was done from 372 employees working in the software development organizations of Pakistan and the data were duly analyzed via PROCESS models 4 and 7. The results affirmed the hypotheses based on the tenet of Conservation of Resources (COR). The results also revealed that the out-group employees indulge in knowledge hiding that in turn, impacts their innovative work behavior. Moreover, this indirect impact amplifies in the presence of organizational cynicism. This study has lots of significance for the policymakers and managers who usually try to introduce factors like training or other motivational benefits but ignore the actual problem which hinders innovative work behavior among employees. It not only enriches the research in the field but also provides theoretical guidance for enterprises to implement best practices.</p>

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A nexus between organizational cronyism and innovative work behavior: a moderated mediation model through organizational cynicism and knowledge hiding

  • 期刊论文

  • 发表日期：

    2025年4月4日

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  • Muhammad Aamir Shafique Khan,
  • Jianguo Du,
  • Tehreem Fatima,
  • Muhammad Waqas,
  • Farooq Anwar,
  • Musa Khan

摘要

Organizational cronyism is a pervasive phenomenon in the South Asian region, where favors are granted to certain employees (i.e., associates, friends, acquaintances, etc.) based on non-merit factors that result in the formation of in-groups and out-groups. The current study aimed to find out the impact of organizational cronyism on out-group employees’ innovative work behavior through a moderated mediation interplay of knowledge hiding and organizational cynicism. A three-wave data collection was done from 372 employees working in the software development organizations of Pakistan and the data were duly analyzed via PROCESS models 4 and 7. The results affirmed the hypotheses based on the tenet of Conservation of Resources (COR). The results also revealed that the out-group employees indulge in knowledge hiding that in turn, impacts their innovative work behavior. Moreover, this indirect impact amplifies in the presence of organizational cynicism. This study has lots of significance for the policymakers and managers who usually try to introduce factors like training or other motivational benefits but ignore the actual problem which hinders innovative work behavior among employees. It not only enriches the research in the field but also provides theoretical guidance for enterprises to implement best practices.