Data_Sheet_1_The influence of leader–signaled knowledge hiding on tourism employees’ work withdrawal behavior: A moderated mediating model.docx

Even though organizations encourage the dissemination of knowledge and information among organizational members, the phenomenon of knowledge hiding still exists widely in organizations. The consequences of leader-signaled knowledge hiding are more destructive to the workplace than the consequences of employees’ knowledge hiding. It is particularly necessary to explore the influence mechanism of leader-signaled knowledge hiding on employees’ work behavior. Drawing on Conservation of Resources theory, this study establishes a moderated mediation model with emotional exhaustion as a mediating variable and supervisor-subordinate guanxi as a moderating variable. This study focuses on the consequences of leader-signaled knowledge hiding and divides leader-signaled knowledge hiding into self-practiced knowledge hiding and explicit knowledge hiding. Based on the results of 440 questionnaires from tourism employees, it is shown that leader-signaled knowledge hiding has a positive impact on employees’ work withdrawal behavior. Specifically, leader’s self-practiced knowledge hiding has a greater direct impact on employees’ work withdrawal behavior, while leader’s explicit knowledge hiding has a greater direct impact on employees’ emotional exhaustion. Emotional exhaustion plays a key mediating role in the relationship between leader-signaled knowledge hiding (i.e., self-practiced knowledge hiding and explicit knowledge hiding) and employees’ work withdrawal behavior. Supervisor-subordinate guanxi significantly moderates the positive relationship between leader-signaled knowledge hiding (i.e., self-practiced hiding and explicit knowledge hiding) and employees’ emotional exhaustion. This study is an extension of previous research on knowledge hiding. The results provide a reference for leaders to deal with knowledge hiding and improve organizational knowledge management ability.

尽管组织鼓励在组织成员之间传播知识和信息，但知识隐藏的现象在组织中依然普遍存在。领导者所传达的知识隐藏对工作场所的后果，相较于员工的知识隐藏，具有更为破坏性的影响。探究领导者所传达的知识隐藏对员工工作行为的影响机制尤为必要。本研究借鉴资源保存理论，构建了一个以情绪耗竭为中介变量、上下级关系为调节变量的调节中介模型。研究聚焦于领导者所传达的知识隐藏的后果，并将领导者所传达的知识隐藏划分为自我实践的知识隐藏和显性知识隐藏。基于来自旅游行业员工的440份问卷调查结果，研究发现领导者所传达的知识隐藏对员工的工作回避行为具有积极影响。具体而言，领导者自我实践的知识隐藏对员工工作回避行为具有更大的直接影响，而领导者的显性知识隐藏对员工情绪耗竭具有更大的直接影响。情绪耗竭在领导者所传达的知识隐藏（即自我实践的知识隐藏和显性知识隐藏）与员工工作回避行为之间的关系中扮演着关键的调节作用。上下级关系显著调节了领导者所传达的知识隐藏（即自我实践隐藏和显性知识隐藏）与员工情绪耗竭之间的正向关系。本研究是对先前关于知识隐藏研究的一种扩展。研究结果为领导者处理知识隐藏问题、提升组织知识管理能力提供了参考。