The curvilinear relationship between knowledge leadership and knowledge hiding

Qing Xia · Shumin Yan · Baizhu Chen

66 citations0/0 files storedLeadership & Organization Development Journal

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Knowledge Management and Sharing Job Satisfaction and Organizational Behavior Organizational Learning and Leadership

Abstract

Purpose The purpose of this paper is to examine the curvilinear relationship between knowledge leadership and knowledge hiding and the moderating role of psychological ownership on influencing the curvilinear relationship. Design/methodology/approach In total, 403 data were collected from participants in a high-technology company via a two-wave survey. Hierarchical regression analyses were used to test the hypotheses. Findings Results revealed an inverted U-shaped relationship between knowledge leadership and knowledge hiding. The employees exhibited more knowledge hiding in a moderate level of knowledge leadership than in lower and higher levels of knowledge leadership. Moreover, psychological ownership significantly moderated the curvilinear relationship such that the inverted U-shaped relationship was more pronounced among employees with high psychological ownership. Practical implications Employees’ reaction to knowledge leadership may vary from different levels of knowledge leadership. Moreover, organizations should boost employees’ psychological ownership especially for the collective identity that helps them own knowledge as “ours.” Originality/value This study extends both the leadership and knowledge management behavior literatures.

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References

1990Comparative fit indexes in structural models.2005Self‐determination theory and work motivation 1973A Reliability Coefficient for Maximum Likelihood Factor Analysis 1980Translation and content analysis of oral and written materials 2009Knowledge sharing: A review and directions for future research 2001Toward a Theory of Psychological Ownership in Organizations 2003The State of Psychological Ownership: Integrating and Extending a Century of Research 2006Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, And Performance

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2020Understanding the relationships among knowledge-oriented leadership, knowledge management capacity, innovation performance and organizational performance 2022How abusive supervision affect knowledge hiding? The mediating role of employee silence and moderating role of psychological ownership 2022How and when does leader knowledge hiding trickle down the organisational hierarchy in the tourism context? A team-level analysis 2021The Psychology behind Knowledge Hiding in an Organization 2021

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