The Nexus Between Supervisor Knowledge Hiding and Subordinate Innovative Work Behaviour: A Dual Mediation Model
Purpose – Knowledge-hiding behavior is detrimental to employee innovation. While previous research indicates that its consequences are more severe in supervisor-subordinate (vertical) relationships than in coworker (horizontal) interactions, existing evidence on the former remains scarce, presenting opportunities for further investigation. This study examines how supervisor knowledge hiding influences subordinate innovative work behavior, identifying two mediating mechanisms in this relationship.
Design/methodology/approach – We surveyed 512 employees across 13 industries in Nigeria and modeled the mediating effects of worker relationships and subordinate knowledge hiding using structural equation modeling.
Findings – The results reveal that an increase in supervisor knowledge hiding is associated with deteriorating worker relationships, which, in turn, hampers innovative work behavior. Furthermore, subordinates tend to adopt their supervisor's knowledge-hiding behavior, ultimately impairing their own innovation.
Research implications – This study recommends that organizations screen prospective applicants for knowledge-hiding tendencies and discourage such behavior by incorporating knowledge-hiding metrics into performance
evaluations for employees in supervisory roles.
Originality – This study identifies two novel mechanisms—subordinate knowledge hiding and worker relations—through which supervisor knowledge hiding influences subordinate innovative behavior.
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