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The purpose of this paper is to examine the relationship between competitive personality (CMP) and rationalized knowledge hiding (KH) and to explore the mediating effects of knowledge-based psychological ownership (KPO) and organization-based PO (OPO) by developing a mediating framework.

Data were collected from the ordinary employees of listed companies in China (2022) via a Web-based survey. The total number of valid samples was 337. Confirmatory factor analysis was used to test the reliability and validity of the constructs, and structural equation modeling was used to verify the direct and mediating effects.

The findings revealed a positive relationship between CMP and rationalized KH (RKH). KPO plays a positive mediating role between CMP and RKH, whereas OPO plays a negative mediating role between CMP and RKH.

First, although the questionnaire collection is split into two sessions to reduce common method variation, there is inevitably some risk, as the questionnaires are all reported by the same respondent. Second, this study examined the effects of CMP on RKH based on the Chinese cultural context, but the applicability of this finding to cross-cultural contexts warrants further study. In the future, researchers can conduct cross-cultural comparisons to determine the generalizability of the findings.

This study helps managers to better identify the RKH behaviors that exist in organizations, understand the reasons and processes behind employees’ KH and facilitate more effective knowledge management by managers.

This study uses CMP as an important indicator of employees’ RKH behavior, enriches the research related to the antecedent variables of RKH and reveals the influence mechanism between CMP and RKH from the perspective of PO, and the findings can help researchers and managers understand the process and antecedents of RKH so that timely interventions can be implemented.

Psychological ownership has been a topic of intense debate for several decades, especially in the digital era. In addition, as part of the digital public domain, virtual communities shape our digital lives. Unfortunately, few studies have examined the communication process in virtual communities from the perspective of psychological ownership. Moreover, information and organization are key aspects of virtual communities. This research aimed to explore the impact of psychological ownership on communication satisfaction from these two perspectives.

I collected 471 responses using a questionnaire. In terms of empirical methods, I developed a structural equation model (SEM) to examine the relationship between psychological ownership and communication satisfaction as well as the mechanism underlying this relationship – namely, information behavior. Specifically, I first examined the relationship between psychological ownership and information behavior. I then developed a comprehensive framework for the double-edged impact of psychological ownership in virtual communities on communication satisfaction.

I found that psychological ownership has a double-edged effect on communication satisfaction based on two types of information behavior in virtual communities. Specifically, organization-based psychological ownership (OPO) positively influences communication satisfaction through information exchange. In contrast, information-based psychological ownership (IPO) negatively impacts communication satisfaction through information-hiding.

The findings of this research demonstrate that psychological ownership has a double-edged effect on communication satisfaction. First, the findings of this study reveal the downsides of psychological ownership, which are not consistent with its beneficial role. Second, the negative effect of psychological ownership with regard to communication in virtual communities also helps explain communication failure in virtual communities. Finally, despite the downsides of psychological ownership in the context of a virtual community revealed by this study, this factor has an overall beneficial effect.

This study aims to investigate how abusive supervisor affects knowledge hiding (KH). Specifically, this study investigates employee silence as a mediating mechanism between abusive supervision and employees’ KH. Further, psychological ownership is examined as a buffer between abusive supervision and employee silence.

KH has become a major issue for both manufacturing and service sectors. Therefore, this study collected data from 322 employees working in manufacturing and service sectors through “Google Forms” during COVID-19. The respondents were contacted through LinkedIn platform between January and July 2021.

This study noted that when employees working in high-power distance cultures perceive their leaders/supervisors as abusive, they avoid confrontation and engage in silent behavior, which positively affects their KH behavior. However, employees with a high level of psychological ownership are less likely to respond to their abusive supervisors through silence because such employees feel a greater sense of belongingness and prefer to benefit their organization.

This study used a cross-sectional design that restricts causality. However, the findings of this study suggest management to focus on leadership style to minimize KH at the workplace.

To the best of the authors’ knowledge, this study is the first to explore the underlying mechanism (employee silence) and boundary condition (psychological ownership) to explain the association between abusive supervision and KH.

This study aims to examine how positive supervisory support plays a role in attenuating employees’ knowledge-hiding behavior via the underlying mechanism of psychological ownership and workplace thriving. Integrating the social information processing perspective and conservation of resource theory, this study suggests that due to the mediating role of employee psychological ownership and workplace thriving, positive supervisor support may negatively affect knowledge-hiding behavior.

Hypotheses were tested with multiwave three-round survey data collected among 432 individuals in various Pakistani hotels.

This study found that supervisory support attenuated knowledge-hiding behavior by enhancing psychological ownership and workplace thriving serially. As expected, the supportive conduct of the supervisor positively influenced psychological ownership which, in turn, helped workplace thriving and eventually influenced employees’ knowledge hiding.

This study contributes to the extant body of knowledge on knowledge hiding by highlighting a significant antecedent that supervisory support may be instrumental in discouraging knowledge hiding. Furthermore, this study detailed an underlying serial mediating mechanism in the shape of psychological ownership and workplace thriving that connects supervisory support with reduced knowledge hiding.

Drawing upon psychological ownership theory, the aim of this study was to uncover the coexisting mediating effects of knowledge sharing and hiding on the relationship between employees’ organizational psychological ownership (OPO) and their innovative work behavior (IWB). The moderating role of organizational context in these mediating relationships was further examined to determine the moderated mediation paths.

This study mainly used a survey-based research method and collected data from 512 professionals from both public and private organizations in Pakistan to test our proposed hypotheses.

The results showed that coexisting knowledge sharing and hiding mediated the relationship between employees’ OPO and IWB. Furthermore, organizational context moderated the mediated relationships, providing support for the moderated mediation framework.

The results highlight the significance of fostering employees’ OPO to enhance their IWB by promoting knowledge sharing and preventing knowledge hiding. This study also urges managers to consider the contingency effect of organizational contexts when promoting employees’ IWB in emerging economies.

The results obtained in this study suggest that the knowledge behavior paradox occurs in organizations, and distinct organizational contexts play crucial but differential roles in intervening in the effect of employees’ OPO on their IWB. This study empirically validated this complex mechanism in an important emerging economy in Asia.

The Great Resignation has led to a significant increase in the number of people quitting their jobs due to reasons such as stagnant wages, rising cost of living, job dissatisfaction and safety concerns. Therefore, the aim of this study is that it is important to help people develop better cognitive resources to face adversity.

The Great Resignation has led to a significant increase in the number of people quitting their jobs due to reasons such as stagnant wages, rising cost of living, job dissatisfaction and safety concerns. Therefore, it is important to help people develop better cognitive resources to face adversity. In this study, we administered a questionnaire to 250 employees to determine the variables that could help them build cognitive resources. These variables included the satisfaction of basic psychological needs (autonomy, competence and affiliation), psychological capital, motivation regulation (within the self-determination theory) and well-being (assessed by self-esteem, positive emotions, positive automatic thoughts and vitality). The results revealed that satisfaction of basic needs is associated with better psychological capital and more self-autonomous behavior, which leads to higher psychological well-being. These findings are discussed in the paper, emphasizing the importance of management and work context that satisfy the basic needs and help to build resources with psychological capital.

The results revealed that satisfaction of basic needs is associated with better psychological capital and more self-autonomous behavior, which leads to higher psychological well-being. These findings are discussed in the paper, emphasizing the importance of management and work context that satisfy the basic needs and help to build resources with psychological capital.

Highlight the importance of consequences of the Great Resignation and the need to internationalize this concept.

The present study aims to identify the dimensions of destination psychological ownership (DPO) from tourists’ perspectives and to develop a reliable and valid measurement scale.

The mixed method has been applied in this study for the development of a scale to measure psychological ownership (PO) of tourists. The first stage includes identifying the PO dimensions of tourists toward the tourist destinations through in-depth interviews with experts (university professors, managers and experts in the tourism industry). Theme analysis was applied to analyze the data in this stage. A quantitative survey was conducted among tourists during the second stage. Accordingly, a questionnaire was designed and its reliability and validity were investigated. Confirmatory factor analysis and structural equation modeling were used to examine the structural model and its validity.

The findings revealed that the DPO from tourists’ perspectives includes six dimensions for the sense of attachment, responsibility, the sense of trust, the sense of honor, the sense of gratification and self-identity toward tourist destinations. The validity of the conceptual model was confirmed according to the results of the quantitative section of the study.

The present study is one of the limited numbers of studies coping with PO, especially in the field of tourism, from the view of the consumer. The present study identifies the dimensions of the DPO of tourists and develops an instrument to measure them. Therefore, the developed questionnaire can be used as a valid and reliable instrument to measure the DPO in future research.

This study aims to explain the link between employee psychological ownership (EPO) and work engagement (WE). The authors conceptualize EPO as a combination of various personal resources, i.e. self-efficacy, self-identity, accountability, belongingness and territoriality, and expected it to positively contribute to WE.

The authors analyze survey data from employees of a public service organization in Greece and verify key findings using a two-wave cross-sectional survey design targeting a heterogeneous population of employees in the United States of America.

The findings indicate that EPO is positively related to WE and job satisfaction mediates the relationship between EPO and WE. Furthermore, the authors' results support the discriminant validity between promotive EPO, preventative EPO (territoriality), WE and job satisfaction.

The present study provides a deeper understanding of EPO, as it is explained in the theoretical foundations of the job demands-resources model (JD-R) model and helps us understand how EPO can affect WE.

This study aims to develop a framework that demonstrates the role of social capital in alleviating knowledge hiding behaviour in organisations while also considering the moderating roles of perceived organisational politics and the perceived value of knowledge in this process.

The authors conducted a systematic literature review of research papers on the topic of knowledge hiding to develop a framework for mitigating knowledge hiding.

This paper conceptualises social capital into three interrelated dimensions (e.g. structural, cognitive and relational). Based on the findings of the review, all the three social capital dimensions can potentially mitigate an individual’s propensity towards knowledge hiding. Additionally, the paper integrates two potential moderators: perceived organisational politics and perceived value of knowledge, which could undermine the outcomes of social capital in mitigating knowledge hiding.

Although the proposed framework may provide preliminary insights to practitioners and scholars, one of its key limitations is that it is conceptual. Future empirical research is needed to validate the proposed framework.

Existing research has focused on studying the antecedents and consequences of knowledge hiding. However, scant scholarly work explores how such behaviour can be mitigated. This paper addresses this gap and contributes to understanding how organisations can alleviate the prevalence of knowledge hiding by developing their social capital and by focusing on contextual factors.

The recent COVID-19 pandemic caused a severe economic downturn. Employees working in these organisations face employment uncertainty. The pandemic disrupted their daily routines, and it added a layer of complexity to the already resource-constrained environment. During these times, employees would conserve their resources to maintain competitiveness, one of which is knowledge hiding. While economic activities are resuming, the appearance of new variants could mean the transition towards endemicity could be put on hold. Hence, there is a need to rethink the behaviour of employees as they would have elevated levels of anxiety towards resuming daily work activities. Therefore, this study aims to address the question of understanding employees’ perspectives toward knowledge sharing and knowledge hiding.

Drawing on the conservation of resources theory, social learning theory and the social exchange theory (SET), a conceptual framework involving ethical leadership was developed to examine if knowledge hiding or knowledge sharing behaviour is a resource for employees during these times. The partial least squares method of structural equation modelling was used to analyse results from 271 white-collar employees from Singapore.

The results show that ethical leadership encourages knowledge sharing but does not reduce knowledge hiding. At the same time, knowledge hiding, not knowledge sharing, improves one’s perception of work performance. Additionally, psychological safety is the key construct that reduces knowledge hiding and encourages sharing behaviour.

Overall, this study extends the theories, demonstrating that, first and foremost, knowledge hiding is a form of resource that provides employees with an added advantage in work performance during the endemic. At the same time, we provide a new perspective that ethical leaders’ demonstration of integrity, honesty and altruism alone is insufficient to encourage knowledge sharing or reduce knowledge hiding. It must lead to a psychologically safe environment.