The purpose of this paper is to examine the curvilinear relationship between knowledge leadership and knowledge hiding and the moderating role of psychological ownership on influencing the curvilinear relationship.
In total, 403 data were collected from participants in a high-technology company via a two-wave survey. Hierarchical regression analyses were used to test the hypotheses.
Results revealed an inverted U-shaped relationship between knowledge leadership and knowledge hiding. The employees exhibited more knowledge hiding in a moderate level of knowledge leadership than in lower and higher levels of knowledge leadership. Moreover, psychological ownership significantly moderated the curvilinear relationship such that the inverted U-shaped relationship was more pronounced among employees with high psychological ownership.
Employees’ reaction to knowledge leadership may vary from different levels of knowledge leadership. Moreover, organizations should boost employees’ psychological ownership especially for the collective identity that helps them own knowledge as “ours.”
This study extends both the leadership and knowledge management behavior literatures.
