TY - JOUR T1 - The influence of leader-signaled knowledge hiding on tourism employees' work withdrawal behavior: A moderated mediating model. AU - Xu,Anxin, AU - Zeng,Haimei, AU - Zheng,Qiuqin, AU - Su,Xiaofeng, Y1 - 2022/12/09/ PY - 2022/08/31/received PY - 2022/11/22/accepted PY - 2022/12/26/entrez PY - 2022/12/27/pubmed PY - 2022/12/27/medline KW - emotional exhaustion KW - explicit knowledge hiding KW - knowledge management KW - leader-signaled knowledge hiding KW - self-practiced knowledge hiding SP - 1032845 EP - 1032845 JF - Frontiers in psychology JO - Front Psychol VL - 13 N2 - 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. SN - 1664-1078 UR - https://www.unboundmedicine.com/medline/citation/36571019/The_influence_of_leader_signaled_knowledge_hiding_on_tourism_employees'_work_withdrawal_behavior:_A_moderated_mediating_model_ DB - PRIME DP - Unbound Medicine ER -