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Employees may adopt deceptive knowledge hiding (DKH) due to nonworking time information and communication technology (ICT) demands. Drawing from the conservation of resources (COR) theory, this study aims to develop and test a model of deceptive knowledge hiding (DKH) due to nonworking time information and communication technology (ICT) demands.

In total, 300 service employees have joined the three-wave surveys. Path analysis and bootstrapping methods were used to test the theoretical model.

Results suggest that knowledge requests during nonworking time could deplete employees’ resources and increase their tendency to engage in DKH, whereas work recovery and emotional exhaustion mediate this relationship. In addition, employees’ work–family segmentation preferences (WFSP) were found to moderate the direct effects of nonworking time ICT demands on employees’ work recovery and emotional exhaustion and the indirect effects of knowledge requests after working hours on DKH through employees’ work recovery and emotional exhaustion.

First, the findings of this study shed light on the relationship between knowledge requests during employees’ nonworking time and knowledge hiding, suggesting that knowledge hiding could occur beyond working hours. Second, drawing on COR theory, this study explored two joint processes of resource replenishment failure and depletion and how nonworking time ICT demands trigger knowledge hiding. Third, the interaction effect of individuals’ WFSP and nonworking time factors on knowledge hiding deepens the understanding of when nonworking time ICT demands may induce knowledge hiding through various processes.

The purpose of this paper is to investigate how voluntary citizenship behaviour towards an individual (VCB-I) is linked with vicious knowledge hiding (VKH), and why members, within a mastery climate, tend to participate in less VKH after their engaging in VCB-I. The authors, according to the moral licensing theory, propose that moral licensing mediates the relationship between VCB-I and VKH, and that a mastery climate weakens the hypothesised link via moral licensing.

This study surveys 455 valid matching samples of subordinates and supervisors from 77 working teams in China at two time points and explores the relationship between VCB and VKH, as well as the underlying mechanism. A confirmatory factor analysis, bootstrapping method and hierarchical linear model were used to validate the research hypotheses.

The results show that VCB-I has a significant positive effect on VKH; moral credentials play a mediating role in the relationship between VCB-I and VKH; and the mastery climate moderates the positive effect of moral credentials on VKH and the mediating effect of moral credentials. In a high-mastery climate, the direct effect of moral credentials on VKH and the indirect influence of VCB-I on VKH through moral credentials are both weakened, and conversely, both effects are enhanced in a low-mastery climate. However, contrary to the expected hypothesis, moral credits do not mediate the relationship between VCB-I and VKH, which may be due to the differences in the mechanisms between the two moral licensing models.

Prior research has mainly focused on the “victim-centric” perspective to examine the impacts of others’ behaviour on employees’ knowledge hiding. Few works have used the “actor-centric” perspective to analyse the relationship between employees’ prior workplace behaviour and their subsequent knowledge hiding intention. In addition, this study enriches the field research on the voluntary aspects of organisational citizenship behaviour, which differs from its involuntary ones.

The purpose of this paper is to provide a conceptualization of the construct of cultural identity (CI) and develop and validate a measurement scale for the construct. This study examines experience-related cognitions and the positive and negative emotional dimensions in cultural identity.

The paper describes the process of the development of the instrument, the sample, as well as the validation of the instrument. This study performs both exploratory factor analysis and confirmatory factor analysis to examine the reliability and validity of the scale developed.

The final CI scale has three dimensions: six items for the cognitive dimension, five items for the emotional dimension and seven items for the behavioral dimension. The scale shows internal consistency, reliability, construct validity and nomological validity.

This is the first CI scale to be developed for the measurement of CI of traditional Chinese medicine.

There is significant evidence of increasing global implementation failures in enterprise resource planning (ERP) projects; and, for this reason, critical success factors (CSF) on implementation success (IS) are of notable concern to manufacturing organizations. This paper aims to focus on these factors and the role they played toward implementation success of ERP projects in India. Furthermore, this paper will also seek to explore whether the implementation success is moderated (i.e. influenced) by the organizational culture. This will help other manufacturing organizations take appropriate decisions about the ERP implementation.

In the proposed model, the authors propose organizational culture as the moderator toward the implementation success of ERP projects in India. A survey methodology is used for the study, and a structured questionnaire was developed to get the information.

Through this study, it has been found that the organizational culture acts as a moderator and moderates the relationship between CSF and implementation success of the ERP projects in India.

This study offers both academicians and practitioners a model to research, assess, and identify the appropriate CSF such as Setting up ERP business goals and objectives (SEB), Cross-Functional Teams (CFT), Business Process Reengineering (BPR), Projects Tracking (PTG), and Data Analysis and Conversion (DAG) on IS of ERP projects in India and moderated by the organizational culture. The research is targeted on manufacturing organizations in India, and hence it has limitations in terms of scope. However, the results are quite encouraging with very good response (n=223) from the manufacturing organizations. Other manufacturing organizations planning to implement ERP soon will be highly benefited from the results of this study.

Unfortunately, few research studies define the issues related to the moderator namely the organizational culture. This paper demonstrates how this moderator played an important role in ERP implementation. The findings will encourage Indian manufacturing organizations to implement ERP when facing challenges of the competitive market for their competitive advantage. For India, this research could be among the first to its nature.