This study investigates the impact of different humour styles on two employee knowledge behaviours, namely knowledge sharing (KS) and knowledge hiding (KH). Such relationships have received limited attention in the literature.
The theoretical framework of this study uses quid pro quo dynamics and categorises humour into four distinct styles: affiliative, self-defeating, aggressive and self-enhancing. We examined the differential effects of these styles on KS and KH. Data from 220 Indian employees, who rated their supervisors’ humour styles and their own knowledge behaviours, were analysed using structural equation modelling.
It was found that supervisor humour (SH) styles are generally related to KS and KH. Affiliative humour promotes KS, while self-defeating humour discourages it. Additionally, aggressive humour increases KH, while self-enhancing humour has no significant effects.
The findings suggest that, to optimise employee knowledge behaviours in the workplace, greater emphasis should be placed on preventing supervisors from using negative humour styles (especially aggressive and counterproductive ones) rather than on promoting positive humour styles. As such, it is more advisable for organisational managers to develop training programmes that make supervisors aware of the drawbacks of using negative humour, rather than focusing on the benefits of positive humour styles, as the former has been found to have a much more significant impact.
This study contributes to both the humour and knowledge literature by revealing the previously unknown relationship between SH and knowledge behaviours. It also highlights the appropriateness of employing various SH styles as a collective strategy for overseeing KS and KH. This provided further insight into how different humour styles and knowledge constructs interact in complex, non-parallel ways.
