Moderating role of organizational resources in relationship between marketing knowledge-oriented leadership and reduce counterproductive knowledge behavior: A marketing perspective in Iraqi higher education institutions

Abstract

The expansion of information-intensive sectors demands effective knowledge transfer inside an organization, which calls for investment and management in addition to actions to deal with unfavorable behaviors that may impede knowledge sharing. Thus, the current study investigated the mediation function of organizational resources and the effect of knowledge leadership in decreasing such counterproductive behaviors. 162 academic members from five Iraqi institutions in the "Middle Euphrates" area completed a questionnaire with a five-point Likert scale. The data was presented, interpreted, and analyzed using a descriptive-analytical methodology. The results show a strong inverse relationship between knowledge leadership practices, which promote knowledge acquisition through training programs and initiate knowledge transfer protocols like mentoring, and employees' counterproductive knowledge behaviors, such as knowledge sabotage and hiding. On the other hand, organizational resources are positively impacted by knowledge leadership, and the influence of knowledge leadership on counterproductive knowledge behavior is increased when organizational resources are provided at the task, social, environmental, and organizational levels. Consequently, we provide a conceptual framework that may be useful for knowledge management in Iraqi institutions and other contexts.