Recognizing dishonesty is difficult. It involves both cognitive and moral judgments in situations where it is often costly to gather information. Some individuals are better at it than others; some situations make information gathering less costly. This article uses signal detection theory to model the individual and situational effects on assessments that someone has lied. Signal detection theory is explained, and examples of how it can be used to model other moral judgments are provided.

Knowledge hiding is known to have negative consequences on organizational performance. The existing literature mainly focuses on the identification of antecedents and consequences of knowledge hiding. The studies pertaining to the top management role in creating a culture that stops concealing knowledge within an organization are limited. To fill that gap, the paper empirically address the knowledge sharing culture and to explore the management support to avoid knowledge hiding culture in an organization. This study based on an empirical study carried (...) out in a United Kingdom-based laboratory within a high-tech global corporation, in which the atmosphere appeared conducive to knowledge sharing, and knowledge transfer appeared voluntary and spontaneous. The paper seeks to address why members of the case organization is reluctant about knowledge hiding among themselves. The study reveals that the management role is important in creating a culture that help discourage employees to withhold knowledge. The paper identifies the actions that top management takes to stop concealing knowledge within an organization. This study has provided several contributions. The findings of the study may be useful to managers and practitioners. For managers, this paper presents some important organizational factors that can be nurtured to avoid a knowledge-hiding culture in the organization. They can also take the management actions of the case organization as lessons to create a culture that encourage their employees to avoid knowledge hiding behavior. (shrink)

The purpose of this article is to qualitatively describe and critically explain the discursive construction of employee co-operation negotiations in Finland as an arena for management-by-fear. The article consists of a theoretical review, covering the legislative basis of co-operation negotiations and recent research on management-by-fear. The empirical study consists of media texts and company media releases in Finland in 2012–2013. The main conclusions are that there are distinctive features in the co-operation negotiations that enable and enforce the possibility of management-by-fear, (...) and thus destructive leadership. The process, supported by law and very much against the original aim, enhances authoritative leadership, objectification of employees, distortion of information and misleading, and the negative consequences thereof. The process is an employer-invited discursive dance where the employee has to follow through the set steps and in the set rhythm, with the media orchestrating the tune and managing the fear. The study adds a valuable element to the research areas of downsizing, bad management, and the discursive construction of these phenomena. (shrink)

Emotion is fundamental to human experiences influencing our daily activities including cognition, communication, learning, and decision-making, but the effect of emotion on knowledge management in firms receives a little attention, especially in the field of knowledge hiding behaviors. Drawing on the cognitive appraisal theory of stress and coping as a unique theoretical lens to explicate how knowledge hiding behaviors happen, this study investigates the mediating effect of job stress in the relationship between emotional intelligence and knowledge hiding behaviors. We conducted (...) a field study with 193 full-time employees in smart healthcare firms to test our hypotheses. Results supported the mediating effects of job stress in accounting for the relationship between EI and knowledge hiding behaviors. Our study is among the first to examine how emotional intelligence predicts knowledge hiding behaviors. This study contributes to the literature on knowledge management and emotional intelligence. (shrink)

Communication is crucial to the fulfillment of organizational members'' responsibilities. Bavelas et al. (1990) describe equivocation as nonstraightforward communication. It appears ambiguous, contradictory, obscure or even evasive. In their view, equivocation is a form of information control for the purpose of maintaining social relationships. It is avoidance; a response chosen when all other communication choices in the situation would lead to negative consequences.A critical role of accountants and other organizational members is the communication of results and activities to management. Professional (...) standards require that accountants be objective and unbiased reporters. If results are clearly reported to management, then costs associated with failed projects have the potential of being contained or minimized. The ethical communication choice for a failed project is a clear and fair representation. However, organizational members may choose to equivocate in order to maintain social relationships in the organizational environment. (shrink)