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Catherine  Connelly - DeGroote School of Business, McMaster University. Hamilton, ON, CA

Catherine Connelly

Associate Professor, Human Resources and Management | DeGroote School of Business, McMaster University

Hamilton, ON, CANADA

Dr. Catherine Connelly's research focuses on the attitudes, behaviours, and experiences of non-standard workers.





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Catherine Connelly on knowledge hiding in organizations Catherine Connelly




Dr. Catherine Connelly holds a Canada Research Chair in Organizational Behaviour, and is a member of the College of New Scholars of the Royal Society of Canada (RSC). Her research focuses on the attitudes, behaviours, and experiences of non-standard workers. She is an associate editor of Human Relations. Catherine also conducts applied research with several Canadian organizations in both the private and non-profit sector.
In addition to her research success, Catherine is a past winner and frequent teaching award nominee for her teaching in the MBA program. She has made presentations about her research to industry and academic groups across Canada and the US, and in Sweden, Norway, the Netherlands, Slovenia, Germany, and Portugal. Her research has been featured in the New York Times, the Globe and Mail, the National Post, and on CTV and CBC radio and TV.

Industry Expertise (2)



Areas of Expertise (12)

Non-Standard Employee Contracts

Organizational Behaviour

Organizational Health and Safety Management

Organizational Justice

Organizational Citizenship

Temporary Foreign Workers

Temporary Agency Workers

Independent Contractors

Use of Technology in the Workplace


Well-being of middle managers

knowledge hiding in organizations

Accomplishments (1)

College of New Scholars, Artists, and Scientists of the Royal Society of Canada (professional)

2014 Elected

Education (3)

Queen’s University: Ph.D., Management

Queen’s University: M.Sc., Management

McMaster University: B.Comm., Commerce

Articles (5)

Knowledge hiding in organizations

Journal of Organizational Behavior

2012 Despite the efforts to enhance knowledge transfer in organizations, success has been elusive. It is becoming clear that in many instances employees are unwilling to share their knowledge even when organizational practices are designed to facilitate transfer. Consequently, this paper develops and investigates a novel construct, knowledge hiding. We establish that knowledge hiding exists, we distinguish knowledge hiding from related concepts (knowledge hoarding and knowledge sharing), and we develop a ...

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Understanding nonmalicious security violations in the workplace: a composite behavior model

Journal of Management Information Systems

2011 End users are said to be" the weakest link" in information systems (IS) security management in the workplace. They often knowingly engage in certain insecure uses of IS and violate security policies without malicious intentions. Few studies, however, have examined end user motivation to engage in such behavior. To fill this research gap, in the present study we propose and test empirically a nonmalicious security violation (NMSV) model with data from a survey of end users at work. The results suggest that utilitarian outcomes (relative ...

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Emerging trends in contingent work research

Journal of Management

2004 In the past decade there has been growing internationally-based evidence towards a trend in organizational staffing strategies which have placed emphasis upon the direct or brokered hiring of workers on temporary, fixed-term or “contingent” employment contracts in lieu of contracts with the implication of an ongoing relationship. Concurrently, there has been an emergence of research activity concerning individual and organizational-level consequences associated with the increased organizational reliance on fixed-term ...

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Predictors of employees' perceptions of knowledge sharing cultures

Leadership and Organization Development Journal

2003 This study investigated whether organizational factors such as employees' perceptions of management's support for knowledge sharing, their perceptions of the organization's social interaction culture, the organization's size, and the organization's available knowledge sharing technology, as well as whether individual factors such as age, gender, and organizational tenure had a significant impact on employees' perceptions of a knowledge sharing culture. New measures to assess employees' perceptions of management's ...

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Information systems research and Hofstede's culture's consequences: an uneasy and incomplete partnership

IEEE Transactions on Engineering Management

2003 Information systems (IS) researchers have begun to investigate how national culture, as articulated by Hofstede, affects a wide variety of issues. A citation analysis of IS articles that cite Hofstede's research on national culture suggests that most research is focused on issues related to IS management and to IS, while issues related to IS development and operations and to IS usage remain relatively unexamined. Within the dominant categories, research is concentrated in the IS management and types of ...

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