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| How does Organizational Psychological Ownership Influence Employees’ Knowledge Hiding Behavior? |
| Jiang Rongping1,He Yiming2 |
| (1.School of Public Administration,Guangzhou University of Finance;2.School of Business Administration,Guangdong University of Finance,Guangzhou 510521,China) |
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Abstract Employees' knowledge sharing behavior has attracted enough attention in the academic circle,but there is still a lack of in-depth understanding of employees' knowledge hiding behavior in the workplace. Trough collecting data with 306 employees of intellectual organizations,this paper constructs a moderated dual mediating model to test the effects of organizational psychological ownership on knowledge hiding,including the mediating effect of organizational citizenship behavior and citizenship fatigue,and the moderating role of transformational leadership based on the social exchange theory and resources conservation theory. The empirical results show that organizational psychological ownership negatively predicts knowledge hiding; organizational citizenship behavior and citizenship fatigue positively mediate the correlation between organizational psychological ownership and knowledge hiding. In addition,transformational leadership has a moderated role between organizational psychological ownership and organizational citizenship behavior,and moderates the mediating effect of organizational citizenship behavior on the relationship between organizational psychological ownership and knowledge hiding,the mediating effect is relatively stronger with high transformational leadership and relatively weaker with low transformational leadership. The research conclusion not only enriches the theoretical research on knowledge hiding and citizenship fatigue,but also provides a reference for the effective knowledge management of enterprises.
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Received: 16 March 2020
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