Employee innovation behavior,as the basic element of organizational innovation,is an important driving force to improve corporate competitiveness and boost their development. The knowledge-based theory emphasizes that innovative behavior is the process of applying and transforming knowledge into value;thus,employees need to continuously acquire knowledge to be competent for the complex changes in innovative activities. However,since knowledge is an intangible resource,coworkers would hide it from employees to ensure their personal competitive advantages. Most of the existing research on the interpersonal impact of knowledge hiding draws on social exchange theory and holds that interpersonal relationships follow the principles of "reciprocity" and "mutual loss". Coworker knowledge hiding may exacerbate interpersonal distrust,leading to mutual knowledge hiding. However,this theory cannot comprehensively summarize the internal cognitive and emotional mechanisms of the impact of coworker knowledge hiding on employees' innovative behavior Given that most organizations currently require employees to engage in innovative activities,but they are inevitably influenced by coworker knowledge hiding,this study uses a stimulus-organism-response framework to focus on the mechanisms by which coworker knowledge hiding impacts employees′ innovative behaviors. By linking the logic of the tripartite interaction among coworker knowledge hiding,supervisor developmental feedback and employees′ innovative behavior,a moderated dual-mediator model is constructed to reveal the "black box" mechanism of coworker knowledge hiding impacting employees′ innovative behavior,which not only enriches the research results in the area of knowledge hiding and innovative behavior,but also facilitates the development of localized research.#br#This study examines the mediating role of work curiosity and a sense of relative deprivation in the relationship between coworker knowledge hiding and employees′ innovative behavior based on information gap theory and relative deprivation theory;and then examines the moderating role of supervisor developmental feedback. To obtain the processual and asymmetric characteristics of the effects,this study uses a mixed method combining structural equation model (SEM) and fuzzy set qualitative analysis (fsQCA). Through convenience sampling and snowball sampling methods,this study conducts a questionnaire survey on technology enterprises in the northwest and east of China through a combination of online and offline channels,specifically involving full-time employees in technology industries such as electronic communication,network technology,and biomedicine. The data is collected from 354 questionnaires in 34 teams at two different time points. The findings indicate that there is a "double-edged sword" effect of coworker knowledge hiding on employees' innovative behaviors;employees′ work curiosity and sense of relative deprivation play a mediating role in the relationship between coworker knowledge hiding and employees′ innovative behaviors;supervisor developmental feedback positively moderates the positive effect of coworker knowledge hiding on employees′ work curiosity and negatively moderates the negative effect of coworker knowledge hiding on employees′ sense of relative deprivation. Further,the fsQCA identifies five effective configuration paths,including three configuration paths that trigger high innovative behavior and two configuration paths that trigger low innovative behavior.#br#The theoretical contributions of this study are mainly in the following three areas. Firstly,in terms of research perspective,this study explores the influence of coworker knowledge hiding on employees′ innovation behavior,which enriches the interpersonal influence of knowledge hiding research. Secondly,in terms of mechanism of action,this study constructs a "double-edged sword" influence mechanism of coworker knowledge hiding on employees' innovation behavior in the Chinese context,explaining the divergence in exploring the interpersonal impact of knowledge hiding from a single perspective. Finally,in terms of boundary conditions,this study explores the important role of supervisor developmental feedback in the influence of coworker knowledge hiding on employees′ innovative behavior to enrich the multi-level knowledge hiding category study. Future research could overcome the shortcomings of self-reporting through others-rated and objective measurements to obtain more accurate knowledge hiding interaction effects embedded in interpersonal impacts. In addition to measuring bias,manipulating experimental designs for variables and scenarios is a better way to obtain the dynamic effects of knowledge hiders on knowledge seekers.#br#
[1] 刘云,石金涛. 组织创新气氛与激励偏好对员工创新行为的交互效应研究[J]. 管理世界,2009,35(10): 88-101.
[2] GRANT R M. Toward a knowledge-based theory of the firm[J]. Strategic Management Journal,1996,17(2): 109-122.
[3] 姚柱,罗瑾琏. 时间压力对知识隐藏的影响研究:动机与情绪的双路径[J]. 管理评论,2022,34(8):180-191.
[4] 文宗川,王慧,王科唯,等. 知识隐藏的发展逻辑:一个文献综述[J]. 科技进步与对策,2022,39(18): 150-160.
[5] CONNELLY C E,ZWEIG D,WEBSTER J,et al. Knowledge hiding in organizations[J]. Journal of Organizational Behavior,2012,33(1): 64-88.
[6] GONG Y,CHEUNG S Y,WANG M,et al. Unfolding the proactive process for creativity: integration of the employee proactivity,information exchange,and psychological safety perspectives[J]. Journal of Management,2012,38(5): 1611-1633.
[7] BOGLOVIC S,CERNE M,SKERLAVAJ M. Hiding behind a mask? cultural intelligence,knowledge hiding,and individual and team creativity[J]. European Journal of Work and Organizational Psychology,2017,26(5): 710-723.
[8] CERNE M,NERSTAD C G L,DYSVIK A,et al. What goes around comes around: knowledge hiding,perceived motivational climate,and creativity[J]. Academy of Management Journal,2014,57(1): 172-192.
[9] XIONG C,CHANG V,SCUOTTO V,et al. The social-psychological approach in understanding knowledge hiding within international R&D teams: an inductive analysis[J]. Journal of Business Research,2021,128(2): 799-811.
[10] WANG Y,HAN M S,XIANG D,et al. The double-edged effects of perceived knowledge hiding: empirical evidence from the sales context[J]. Journal of Knowledge Management,2018,23(2): 279-296.
[11] DUAN Y,YANG M,HUANG L,et al. Unveiling the impacts of explicit vs. tacit knowledge hiding on innovation quality: the moderating role of knowledge flow within a firm[J]. Journal of Business Research,2022,139(4): 1489-1500.
[12] KIM M J,LEE C K,JUNG T. Exploring consumer behavior in virtual reality tourism using an extended stimulus-organism-response model[J]. Journal of Ravel Research,2020,59(1): 69-89.
[13] LOEWENSTEIN G.The psychology of curiosity: a review and reinterpretation[J].Psychological Bulletin,1994,116(1):75-98.
[14] CROSBY F. Relative deprivation in organizational settings[J]. Research in Organizational Behavior,1984,6(4): 51-93.
[15] 孙柏鹏,贾建锋,许晟. 上级发展性反馈何以激发员工主动变革——基于社会认知理论视角[J]. 当代财经,2022,43(8): 88-98.
[16] ZHOU J. When the presence of creative coworkers is related to creativity: role of supervisor close monitoring,developmental feedback,and creative personality[J]. Journal of Applied Psychology,2003,88(3): 413-422.
[17] DAI Y D,ZHUANG W L,HUAN T C. Engage or quit? the moderating role of abusive supervision between resilience,intention to leave and work engagement[J].Tourism Management,2019,70(2): 69-77.
[18] 黄杜鹃,许广永,魏巍.上下级关系矛盾体验对员工越轨创新行为的双刃剑效应研究[J/OL].科技进步与对策: 1-10[2023-12-18].http://kns.cnki.net/kcms/detail/42.1224.G3.20221226.1438.006.html.
[19] DOGEA N,ADIL M,SADIQ M,et al. Unraveling customer repurchase intention in OFDL context: an investigation using a hybrid technique of SEM and fsQCA[J]. Journal of Retailing and Consumer Services,2023,72(1):1-11.
[20] MEHRABIAN A,RUSSELL J A. An approach to environmental psychology[M]. Cambridge:The MIT Press,1974.
[21] JACOBY J. Stimulus-organism-response reconsidered: an evolutionary step in modeling (consumer) behavior[J]. Journal of Consumer Psychology,2002,12(1): 51-57.
[22] PARK J,CHAE H,CHOI J N. The need for status as a hidden motive of knowledge-sharing behavior: an application of costly signaling theory[J].Human Performance,2017,30(1): 21-37.
[23] JIANG Z,HU X,WANG Z,et al. Knowledge hiding as a barrier to thriving: the mediating role of psychological safety and moderating role of organizational cynicism[J]. Journal of Organizational Behavior,2019,40(7): 800-818.
[24] VENZ L,SHOSHAN N H.Be smart,play dumb?a transactional perspective on day-specific knowledge hiding,interpersonal conflict,and psychological strain[J].Human Relations,2022,75(1):113-138.
[25] ZAKARIYA R,BASHIR S. Can knowledge hiding promote creativity among IT professionals[J]. Vine Journal of Information and Knowledge Management Systems,2021,51(5): 693-712.
[26] MUSSEL P. Introducing the construct curiosity for predicting job performance[J]. Journal of Organizational Behavior,2013,34(4): 453-472.
[27] KASHDAN T B,GOODMAN F R,DISABATO D J,et al. Curiosity has comprehensive benefits in the workplace: developing and validating a multidimensional workplace curiosity scale in United States and German employees [J]. Personality and Individual Differences,2020,155: 109717.
[28] LITMAN J A. Relationships between measures of I-and D-type curiosity,ambiguity tolerance,and need for closure: an initial test of the wanting-liking model of information-seeking[J]. Personality and Individual Differences,2010,48(4): 397-402.
[29] 陈晓曦,陈凤玲,李斌,等. 好奇影响灵感产生的现象与机制:认知与情绪双加工路径[J]. 心理科学进展,2019,27(1):1-10.
[30] BUUNK B P,ZURRIAGA R,GONZALEZ-ROMA V,et al. Engaging in upward and downward comparisons as a determinant of relative deprivation at work: a longitudinal study[J]. Journal of Vocational Behavior,2003,62(2): 370-388.
[31] DONG Y,ZHANG L,WANG H J,et al. Why is crafting the job associated with less prosocial reactions and more social undermining? the role of feelings of relative deprivation and zero-sum mindset[J]. Journal of Business Ethics,2023,184(5): 175-190.
[32] 李广平,陈雨昂. 资质过剩感对90后新生代员工创新行为的影响[J]. 科研管理,2022,43(1): 184-191.
[33] WAN W,LIU L,LONG J,et al. The bottom-line mentality of leaders in education and training institutions: where to go for innovation[J]. Frontiers in Psychology,2021,12(1):1-14.
[34] WANG S,ZHANG X. Impact mechanism of supervisor developmental feedback on employee workplace learning[J]. Managerial and Decision Economics,2022,43(1): 219-227.
[35] 耿紫珍,赵佳佳,丁琳. 中庸的智慧:上级发展性反馈影响员工创造力的机理研究[J]. 南开管理评论,2020,23(1): 75-86.
[36] 李方圆,周小虎,姜诗尧. 上级发展性反馈对新员工工作意义感的影响[J]. 华东经济管理,2022,36(7): 107-117.
[37] MUSSEL P,SPENGLER M,LITMAN J A,et al. Development and validation of the German work-related curiosity scale[J]. European Journal of Psychological Assessment,2011,28(2): 109-117.
[38] CALLAN M J,SHEAD N W,OLSON J M. Personal relative deprivation,delay discounting,and gambling[J]. Journal of Personality and Social Psychology,2011,101(5): 955-973.
[39] RAGIN C C. Redesigning social inquiry: fuzzy sets and beyond[M]. Chicago:University of Chicago Press,2009.
WeChat Service Account
WeChat Official Account
WeCom Customer Service