Supervisor knowledge Hiding’s impact on employee creativity: implications for thriving at work and future career

Shazia Nauman (Lead / Corresponding author), Connie Zheng, Ameer A. Basit

    Research output: Contribution to journalArticlepeer-review

    2 Citations (Scopus)

    Abstract

    This study examines the relationship between supervisor knowledge hiding behaviour (SKHB) and employee creativity in the context of the social exchange theory (SET). The study also investigates the mediating roles of supervisor ostracism (as perceived by employees, or SO) and employee knowledge hiding behaviour (EKHB), and the moderating role of mastery motivational climate (MMC) on this relationship. Data was collected from 216 employees working in IT-related organisations in Pakistan and the results support the hypotheses that SKHB negatively impacts employee creativity through the sequential mediating effects of SO and EKHB. Moreover, the study found that MMC serves as a buffer, reducing the negative impact of SKHB on employee perception of SO. Overall, this study provides a deeper understanding of how supervisor knowledge hiding can affect employee creativity, which is crucial for organisations to gain a competitive advantage.
    Original languageEnglish
    Number of pages13
    JournalKnowledge Management Research & Practice
    Early online date2 Apr 2024
    DOIs
    Publication statusE-pub ahead of print - 2 Apr 2024

    Keywords

    • Supervisor knowledge hiding behaviour
    • supervisor ostracism
    • employee knowledge hiding behaviour
    • mastery motivational climate
    • employee creativity

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