Knowledge hiding as a barrier to thriving: The mediating role of psychological safety and moderating role of organizational cynicism

By Zhou Jiang, Xiaowen Hu, Zhongmin Wang, Xuan Jiang. Journal of Organizational Behavior, 2019

245 citations recorded by the source corpus.

Research demonstrates that knowledge hiding has a detrimental effect on the knowledge hider himself or herself. Extending this area, the present research examines how and when knowledge hiders struggle to thrive at work. Integrating self‐perception theory and the socially embedded model of thriving, we propose that knowledge hiding negatively influences employees' thriving through psychological safety, and this influence is contingent on organizational cynicism. In Study 1a, a cross‐sectional survey of 214 Chinese participants from a general working population supported the mediating role of psychological safety in the knowledge hiding and thriving relationship. Study 1b verified this result using two‐wave data collected from 392 working adults in a panel that recruited participants mainly in Europe and North America. In addition to confirming the mediation with a two‐wave field survey conducted among 205 employees in three Chinese organizations, Study 2 supported the moderating role of organizational cynicism. Specifically, the negative effect of knowledge hiding on psychological safety was greater under higher levels of organizational cynicism, as was the indirect effect of knowledge hiding on thriving via psychological safety. These findings contribute to both the knowledge hiding and the thriving literature and provide practical implications for both the manager and the employee.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/73472cdd8f10f6c244de18ddfe7c450e78a62774

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Citations in the corpus

Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms (2020, background): “Thus, they attempt to find the best ways to manage knowledge effectively (Gagné et al., 2019; Jiang et al., 2019; Wang et al., 2014).”
Understanding knowledge hiding in organizations (2019, background): “Jiang, Hu, Wang, and Jiang (2019) contribute to our understanding of the implications of knowledge hiding for the person who hides.”