高管团队知识隐藏结构模型与量表开发

针对已有研究中缺乏高管团队知识隐藏量表的不足，在扎根理论研究基础上,通过小规模问卷调查、半结构化访谈和参与式观察,收集可三角验证的数据资料，经过开放式编码、主轴式编码、选择式编码和理论饱和度检验，将高管团队知识隐藏划分为高管知识隐藏行为预估、高管知识隐藏策略选择和高管知识隐藏行为演化3个维度，构建并验证高管团队知识隐藏测量量表，不仅可为研究高管团队知识隐藏行为奠定理论基础，提供工具支持，而且可为团队运行中合理规避高管知识隐藏行为提供理论指导。

The Structure Model and Scale Development of TMT Knowledge Hiding

Team knowledge hiding presents the situation of knowledge hiding within the whole team, and reveals the mutual knowledge hiding and the vicious circle among team members. Compared with the behavior of individual knowledge hiding, team knowledge hiding is more complex and difficult to be accurately grasped. Therefore, the research on team knowledge hiding is still in its infancy, and domestic scholars mainly follow the knowledge hiding scale for individual employees developed by Connelly et al. (2012) based on the western cultural background to measure the knowledge hiding of general work teams. However this is inconsistent with the internal logic of Chinese culture advocating collectivism and teamwork, and it is difficult to meet the needs of research about domestic team knowledge hiding.#br#Top management team (TMT) is a small group of senior managers responsible for making and implementing enterprise strategic decisions under the leadership of CEO. In the increasingly fierce market competition, in order to deal with a large number of risks and uncertainties, TMT not only needs to make use of the existing knowledge reserve within the team, but also urgently needs to acquire new knowledge, stimulate team creativity and make decision innovation through knowledge sharing. However, the common phenomenon of TMT knowledge hiding inhibits team knowledge sharing and deeply affects the decision-making process of TMT. The knowledge hiding behavior of TMT under the background of Chinese culture is different from that of general work team in antecedents, hidden contents and hidden methods, especially from that of general teams in western countries. Therefore, it is not appropriate to copy the scale developed by Connelly et al. (2012) to measure TMT knowledge hiding. Based on this, this study aims to build a structure model of TMT knowledge hiding under the background of local culture and develop the measurement scale of TMT knowledge hiding, so as to provide theoretical basis and measurement tool for the follow-up research of TMT knowledge hiding.#br#Based on the grounded theoretical research, this study uses the methods of small-scale questionnaire survey, semi-structured interview and participatory observation to collect data, and constructs the structure model of TMT knowledge hiding in the process of team operation under the background of local culture by classifying and refining topics; then, according to the structural dimensions of TMT knowledge hiding, a measurement scale to TMT knowledge hiding is developed, and the scale is verified by exploratory factor analysis and confirmatory factor analysis. It is concluded that TMT knowledge hiding is a multi-dimensional concept with rich connotations, and the three-factor structure in the conception model of TMT knowledge hiding is an organic whole, which together constitutes the theoretical connotations of TMT knowledge hiding. Moreover the measurement scale of TMT knowledge hiding includes three dimensions: executive knowledge hiding behavior prediction, executive knowledge hiding strategy selection and executive knowledge hiding behavior evolution. The results of data analysis show that the scale has high reliability and validity, and its effectiveness is proved.#br#This study provides a more comprehensive reflection of the behavior of TMT knowledge hiding with the three dimensions of TMT knowledge hiding. Moreover the proposed scale of TMT knowledge hiding based on the local cultural background can not only be directly used in the quantitative research related to TMT knowledge hiding, provide theoretical basis and measurement tool for the research in this field, but also have reference value for the measurement and research of knowledge hiding behavior in other organizational contexts. Besides it turns the knowledge hiding research for individual employees or general work teams to TMTs, which has direct value for the future research on TMT knowledge hiding. At the same time, it also has reference significance and enlightenment for the research on knowledge hiding of other specific work teams.#br#In order to reasonably avoid knowledge hiding behavior and strengthen the internal knowledge management, team leaders should pay attention to the psychological and behavioral changes of TMT members and the decision-making operation of TMT, and ensure the smooth and orderly decision-making operation process of TMT. Enterprises should strive to create a united and friendly working atmosphere within TMT, with team leader as the core to make and implement enterprise strategic decisions.#br#