The main purpose of this study is to present a framework on the construct, knowledge hoarding by investigating and distinguishing it from related concepts such as knowledge sharing and knowledge hiding. Furthermore, it aims to strengthen our understanding of knowledge hoarding by defining the construct in detail while seeking answers to why employees hoard their knowledge. The present study contains a discussion of related research on knowledge hoarding and its implications for organizations, managers and employees. By integrating research from the fields of knowledge man-agement, human resources management and organizational behavior, this paper attempts to clarify a number of issues about this concept and aims to offer a factual report on what research has to say about it. Knowledge is not an individual, but an organizational asset. In today’s business environ-ment, hoarding knowledge erodes one’s power rather than constituting a source of power. In order to remain competitive in the future, organizations will need to abandon their ideas of information hoarding and embrace knowledge management. Downsizing in organizations and the potential loss of employment due to the global economic crisis alerts the managers to be sensitive to the reasons why the individuals avoid sharing their knowledge. The managerial level should attempt to break the hoarding cycle and create new models for interaction and knowledge sharing. It is important to examine why some employees would sometimes prefer to keep knowledge to themselves. Thus, the present study seeks an answer to that area of under-investigated research.

This paper examined the relationship between job stress and job performance, along with the moderating effect of emotional intelligence (EI) and perceived organizational support (POS) among employees in the Istanbul financial sector. 564 employees and their 78 immediate supervisors were surveyed. The findings of this study suggest that job stress was negatively associated with job per-formance, where EI and POS were able to reduce the effect of stress on job performance. The re-sults largely support the significant impact of job stress on job performance, moderated through EI and POS as hypostasized. This paper demonstrates the important role of the job stress on job per-formance which contributes to conceptual understanding of organizational efficiency. The study has used self-reports- as well as supervisor reports to study the effects of job stress on organizational performance.