job crafting

This study employs Expectancy Theory (Vroom, 1964) to investigate the relationships among job embeddedness, job crafting, and knowledge hiding behaviors among employees. Data were collected from a diverse range of industries in Taiwan, yielding a total of 487 valid responses. The findings reveal that job embeddedness is positively associated with job crafting. In turn, job crafting is negatively related to knowledge hiding and serves as a mediator in the relationship between job embeddedness and knowledge hiding. Moreover, a leader’s paradoxical mindset positively moderates the relationship between job embeddedness and job crafting. Notably, the negative indirect effect of job crafting on knowledge hiding is amplified when leaders exhibit a high level of paradoxical mindset. By applying Expectancy Theory, this study offers a more nuanced understanding of employees’ internal psychological processes and external behavioral outcomes in the workplace, thereby extending the theoretical application of Expectancy Theory to new contexts.Keywords: Expectancy Theory, Job Embeddedness, Job Crafting, Knowledge Hiding, Leader’s Paradox Mindset