Work-family interfaces and leaders’ knowledge hiding: underlying mechanisms and contingencies
Year: 2025
Type: article
Study design: Observational Study
Abstract: Objectives: The current study aims to examine the effects of work interference with family (WIF) and family interference with work (FIW) on leaders' knowledge hiding, as well as the mediating role of affective organizational commitment and the contingent role of organization-based self-esteem. Methods: Data were collected through a three-wave survey from 137 new product team leaders in China, with a 2-week interval between waves to reduce common method bias. Results: Our findings indicate that FIW was positively related to knowledge hiding. This positive linkage was partially mediated by affective organizational commitment. Organization-based self-esteem weakens the impact of FIW on affective organizational commitment. In addition, as affective organizational commitment increased, the positive indirect effect of FIW on knowledge hiding becomes weaker. By contrast, the relevant results related to the effect of WIF were not significant. Conclusion: Extant research on micro-innovation has mainly highlighted the within-domain stressful effects of job conflicts but largely neglected their cross-domain mechanisms in shaping leaders' knowledge behaviors. This study is one of the first to investigate how and when work-family interfaces influence top-down knowledge-hiding behavior. Practically, the findings provide guidance for organizations to design family-supportive and esteem-enhancing HR practices to reduce leaders' knowledge hiding driven by FIW.
Source: Frontiers in Psychology
Authors: Min Min, Kai Fang, Zhen Zhang, Ziyue Xu
Language: English
Subfield: Communication
Field: Social Sciences
Domain: Social Sciences
Open Access status: gold
Estimated APC paid: $3,801
OpenAlex ID: W4415947049