Does workplace ostracism lead to knowledge hiding? Modeling workplace withdrawal as a mediator and authentic leadership as a moderator

Abstract

Given the dearth of information on why, how, and when workplace ostracism affects targets’ knowledge hiding behavior, the present study examines the effect of workplace ostracism on knowledge hiding with workplace withdrawal as a mediator and authentic leadership as a moderator. A two-phase mixed method research design was used where the quantitative phase of data collection and analysis was followed by the qualitative phase. In the quantitative phase, the hypothesized model was tested using a three-wave time-lagged multi- study (Study 1: hotels and Study 2: banks) design for better generalizability. The findings of the quantitative survey were validated qualitatively using case study method in Study 3. The results demonstrated a significant positive influence of workplace ostracism on knowledge hiding behaviors, and workplace withdrawal was found to mediate this relationship. The results also provided support for the moderated mediation model by establishing the buffering effect of authentic leadership on the direct and indirect relationship between workplace ostracism and knowledge hiding through workplace withdrawal. This study makes important theoretical contributions to workplace mistreatment literature and incentivizes practicing managers to address the issue of workplace ostracism by providing empirical evidence on its undesirable negative consequences.

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