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Drawing on conservation of resources theory, we hypothesize that work alienation promotes knowledge hiding through emotional exhaustion and that job mobility moderates the relationship between work alienation and emotional exhaustion. We conducted two time-lagged studies in China to test our research model. Studies 1 and 2 found that work alienation was positively related to knowledge hiding and that emotional exhaustion mediated this relationship. Study 2 revealed that job mobility attenuated the positive effect of work alienation on emotional exhaustion and the indirect effects of work alienation on evasive hiding, playing dumb, and rationalized hiding via emotional exhaustion. The present research sheds valuable light on the processes (how) and contingencies (when) whereby work alienation affects knowledge hiding for the first time, thus extending prior research and encouraging further explorations on the topic of work alienation and knowledge hiding. [ABSTRACT FROM AUTHOR]

Applying an affective events lens, we argue that request politeness may evoke emotional experiences (happiness, anger), which influence subsequent knowledge hiding (evasive hiding, playing dumb, and rationalized hiding). Based on data of 210 full-time knowledge employees who provided 1,195 daily surveys, results of multilevel path analyses showed that request politeness was positively associated with happiness and negatively associated with anger. Furthermore, happiness was only negatively associated with playing dumb and mediated the effects of request politeness on playing dumb. While anger was positively associated with all three knowledge hiding types and mediated the effects of request politeness on knowledge hiding. The implications, limitations, and future research directions are discussed. [ABSTRACT FROM AUTHOR]

Summary: In this article, we sought to identify a new interpersonal antecedent of knowledge hiding, namely, leader–member exchange (LMX). Drawing on the group engagement model (an extension of social identity theory within the group/organization context), we built a theoretical model linking LMX and knowledge hiding. This model focuses on the mediating role of organizational identification and the moderating role of relative LMX in influencing the mediation. Using two time‐lagged studies (Study 1: n = 317; Study 2: n = 248) conducted in China, we examined our research model. Study 1 provided support for the proposed hypotheses for evasive hiding and playing dumb but not for rationalized hiding. Study 2 replicated and extended our findings. Results revealed that (a) LMX was negatively related to evasive hiding and playing dumb but not to rationalized hiding; (b) organizational identification mediated the influence of LMX on evasive hiding and playing dumb but not on rationalized hiding; and (c) relative LMX not only moderated the relationship between LMX and organizational identification but also reinforced the indirect effect of LMX on evasive hiding and playing dumb but not on rationalized hiding (via organizational identification). The implications, limitations, and future research directions are also discussed. [ABSTRACT FROM AUTHOR]

Aim: This study aims to investigate the influence of nurses' negative affective states on their knowledge‐hiding behaviours through moral disengagement, and especially the moderating role of ethical leadership. Background: Researchers have paid much attention to the harmfulness of knowledge hiding, yet the mechanisms of why and how nurses' negative affective states have an impact on their knowledge‐hiding behaviours are less clear. Method: Two different questionnaire surveys were used in two different studies. In Study 1, a research design with three stages, including 323 nurses (64.47% response rate, 51.70% male) working in a hospital in Shanghai, China, was used. Study 2 involved 317 nurses (63.40% response rate, 51.74% male) working in five hospitals in Shanghai, China. The two studies shared the same statistical method, in which hierarchical regression analyses, the Sobel test, and bootstrap estimates were used to test hypotheses. Results: We found that (a) nurses' negative affective states were positively related to their knowledge‐hiding behaviours; (b) moral disengagement partially mediated this relationship in Study 1, but fully mediated it in Study 2; and (c) ethical leadership mitigated the indirect relationship between negative affective states and knowledge hiding via moral disengagement. Conclusion: Nurses with negative affective states are more likely to activate moral disengagement as a secondary cognitive process to make personal moral rules momentarily obscure, which, in turn, leads them to hide knowledge that is requested by other members. The above relationships will depend on the levels of ethical leadership. Implications for Nursing Management: Nurse managers should try to reduce nurses' knowledge‐hiding behaviours by addressing nurses' negative affective states, decreasing nurses' moral disengagement, and performing ethical leadership behaviours. [ABSTRACT FROM AUTHOR]

As a pervasive workplace phenomenon in service organizations, knowledge hiding can cause serious economic losses to companies. This study seeks to identify a new interpersonal antecedent of knowledge hiding, specifically workplace ostracism. We further focus on the moderating roles of negative reciprocity beliefs and moral disengagement in the relationship between workplace ostracism and knowledge hiding in service organizations. Using a time-lagged research design, we collected data from 253 samples in 17 Chinese hotels. As predicted, we found that workplace ostracism was positively related to hospitality employees’ evasive hiding and playing dumb, but not related to rationalized hiding. In addition, we supported a hypothesized three-way interaction involving workplace ostracism, negative reciprocity beliefs, and moral disengagement on evasive hiding and playing dumb, but not on rationalized hiding. In particular, workplace ostracism was most positively related to evasive hiding and playing dumb when both negative reciprocity beliefs and moral disengagement were high. However, workplace ostracism was not related to evasive hiding and playing dumb when service workers have low levels in either or both. [ABSTRACT FROM AUTHOR]