How leaders' bias tendency affects employees' knowledge hiding behavior: The mediating role of workplace marginalization perception
Employees' knowledge hiding behavior has an essential inhibitory impact on organizational innovation and employee knowledge sharing. Accordingly, studying the antecedents and influencing mechanisms of employees' knowledge hiding behavior is quite necessary. In the perspective of leader–mem...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
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Frontiers Media S.A.
2022-08-01
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| Series: | Frontiers in Psychology |
| Subjects: | |
| Online Access: | https://www.frontiersin.org/articles/10.3389/fpsyg.2022.965972/full |
| _version_ | 1828152764499230720 |
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| author | Sijin Du Wenli Xie Jianjun Wang |
| author_facet | Sijin Du Wenli Xie Jianjun Wang |
| author_sort | Sijin Du |
| collection | DOAJ |
| description | Employees' knowledge hiding behavior has an essential inhibitory impact on organizational innovation and employee knowledge sharing. Accordingly, studying the antecedents and influencing mechanisms of employees' knowledge hiding behavior is quite necessary. In the perspective of leader–member exchange theory and resource conservation theory, the leaders' bias tendency will lead to the workplace marginalization perception of some employees and promote the generation of employees' knowledge hiding behavior. Thus, this research is intended to discuss the influence of leaders' bias tendency toward employees' knowledge hiding behavior, and to analyze the mediating effects of employees' perception of workplace marginalization and the moderating role of emotional commitment to the organization. The sample of this study covered 500 Chinese full-time corporate employees. The conclusions of the research indicate that the following: (1) Leaders' bias tendency is vitally and absolutely correlated with employees' knowledge hiding behavior; (2) Workplace marginalization perception plays an intermediary role between leaders' bias tendency and employees' knowledge hiding behavior; (3) Emotional commitment to the organization plays a negative moderating role between leaders' bias tendency and employees' knowledge hiding behavior; (4) Emotional commitment to the organization plays a negative moderating role between workplace marginalization perception and employees' knowledge hiding behavior. These findings will help organizations and managers to recognize the harm of bias tendency, regulate their own behaviors, and effectively reduce the generation of employees' knowledge hiding behaviors, thereby promoting knowledge sharing and innovative behaviors in organizations. |
| first_indexed | 2024-04-11T22:16:03Z |
| format | Article |
| id | doaj.art-14839beecfc04f6dbb3673543d70351c |
| institution | Directory Open Access Journal |
| issn | 1664-1078 |
| language | English |
| last_indexed | 2024-04-11T22:16:03Z |
| publishDate | 2022-08-01 |
| publisher | Frontiers Media S.A. |
| record_format | Article |
| series | Frontiers in Psychology |
| spelling | doaj.art-14839beecfc04f6dbb3673543d70351c2022-12-22T04:00:23ZengFrontiers Media S.A.Frontiers in Psychology1664-10782022-08-011310.3389/fpsyg.2022.965972965972How leaders' bias tendency affects employees' knowledge hiding behavior: The mediating role of workplace marginalization perceptionSijin Du0Wenli Xie1Jianjun Wang2School of Finance and Economics, Qinghai University, Xining, ChinaSchool of Marxism, Heilongjiang University, Harbin, ChinaSchool of Finance and Economics, Qinghai University, Xining, ChinaEmployees' knowledge hiding behavior has an essential inhibitory impact on organizational innovation and employee knowledge sharing. Accordingly, studying the antecedents and influencing mechanisms of employees' knowledge hiding behavior is quite necessary. In the perspective of leader–member exchange theory and resource conservation theory, the leaders' bias tendency will lead to the workplace marginalization perception of some employees and promote the generation of employees' knowledge hiding behavior. Thus, this research is intended to discuss the influence of leaders' bias tendency toward employees' knowledge hiding behavior, and to analyze the mediating effects of employees' perception of workplace marginalization and the moderating role of emotional commitment to the organization. The sample of this study covered 500 Chinese full-time corporate employees. The conclusions of the research indicate that the following: (1) Leaders' bias tendency is vitally and absolutely correlated with employees' knowledge hiding behavior; (2) Workplace marginalization perception plays an intermediary role between leaders' bias tendency and employees' knowledge hiding behavior; (3) Emotional commitment to the organization plays a negative moderating role between leaders' bias tendency and employees' knowledge hiding behavior; (4) Emotional commitment to the organization plays a negative moderating role between workplace marginalization perception and employees' knowledge hiding behavior. These findings will help organizations and managers to recognize the harm of bias tendency, regulate their own behaviors, and effectively reduce the generation of employees' knowledge hiding behaviors, thereby promoting knowledge sharing and innovative behaviors in organizations.https://www.frontiersin.org/articles/10.3389/fpsyg.2022.965972/fullleaders' bias tendencyemployees' knowledge hiding behaviorworkplace marginalization perceptionleader-member exchange theoryresource conservation theory |
| spellingShingle | Sijin Du Wenli Xie Jianjun Wang How leaders' bias tendency affects employees' knowledge hiding behavior: The mediating role of workplace marginalization perception Frontiers in Psychology leaders' bias tendency employees' knowledge hiding behavior workplace marginalization perception leader-member exchange theory resource conservation theory |
| title | How leaders' bias tendency affects employees' knowledge hiding behavior: The mediating role of workplace marginalization perception |
| title_full | How leaders' bias tendency affects employees' knowledge hiding behavior: The mediating role of workplace marginalization perception |
| title_fullStr | How leaders' bias tendency affects employees' knowledge hiding behavior: The mediating role of workplace marginalization perception |
| title_full_unstemmed | How leaders' bias tendency affects employees' knowledge hiding behavior: The mediating role of workplace marginalization perception |
| title_short | How leaders' bias tendency affects employees' knowledge hiding behavior: The mediating role of workplace marginalization perception |
| title_sort | how leaders bias tendency affects employees knowledge hiding behavior the mediating role of workplace marginalization perception |
| topic | leaders' bias tendency employees' knowledge hiding behavior workplace marginalization perception leader-member exchange theory resource conservation theory |
| url | https://www.frontiersin.org/articles/10.3389/fpsyg.2022.965972/full |
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