A moderated mediation model of knowledge hiding; [知识隐藏：一个有调节的中介效应模型]

• Published in: Service Industries Journal
• Main Author: Moin M.F.; Omar M.K.; Ali A.; Rasheed M.I.; Abdelmotaleb M.
• Format: Article
• Language: English
• Published: Routledge 2024
• Online Access: https://www.scopus.com/inward/record.uri?eid=2-s2.0-85136516261&doi=10.1080%2f02642069.2022.2112180&partnerID=40&md5=3cf876696af67a8ff27ebbe5e5c63799

Building on the social exchange theory and displaced aggression theory, we examined the link between exploitative leadership and subordinates’ task performance via knowledge hiding. In addition, we examined the moderating effect of subordinates’ negative reciprocity beliefs. We collected multi-source and two-wave field data (N = 318 managers and employee dyads) from Malaysian service firms. We found that exploitative leadership decreases subordinates’ task performance via knowledge hiding. Moreover, this mediated link is the strongest among the subordinates scoring high on negative reciprocity beliefs. Despite the acknowledgment that organizations should focus on knowledge management, so far little is known about what causes knowledge hiding. To bridge this important gap, this study proposed and tested a research model for knowledge hiding and thus contributed to knowledge management literature. © 2022 Informa UK Limited, trading as Taylor & Francis Group.