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Knowledge hiding, emotional exhaustion and job performance: the role of psychological resilience

Knowledge hiding, emotional exhaustion and job performance: the role of psychological resilience As an emerging novelty, knowledge hiding has received considerable attention in management literature. Drawing on conversation of resources theory, this study aims to investigate how knowledge hiding impacts job performance among employees through the mediating role of emotional exhaustion. This work further offers deeper insight into the moderating mechanism of psychological resilience in these relationships.Design/methodology/approachThree time-lagged sets of data (N = 362) were collected among employees in Vietnamese firms. The partial least squares structural equation modeling method was applied to test the research hypotheses.FindingsEmpirical findings indicate that knowledge hiding positively impacts emotional exhaustion. Furthermore, emotional exhaustion serves a mediating role in the link between knowledge hiding and job performance. The results also show how psychological resilience moderates the relations between knowledge hiding, emotional exhaustion and job performance.Practical implicationsThe findings suggest that managers can reduce the harms of knowledge-hiding behaviors by enriching employees’ resources and bolstering their psychological resilience.Originality/valueThis inquiry explores the mechanism linking knowledge-hiding behaviors and job performance through the mediator of emotional exhaustion. In addition, this study extends the current knowledge by investigating the moderating role of psychological resilience in the relations between knowledge-hiding, emotional exhaustion and job performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

Knowledge hiding, emotional exhaustion and job performance: the role of psychological resilience

Tran Pham, Toan Khanh
Industrial and Commercial Training , Volume 56 (4): 13 – Nov 19, 2024
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References (56)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0019-7858
eISSN
1758-5767
DOI
10.1108/ict-07-2024-0067
Publisher site
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Abstract

As an emerging novelty, knowledge hiding has received considerable attention in management literature. Drawing on conversation of resources theory, this study aims to investigate how knowledge hiding impacts job performance among employees through the mediating role of emotional exhaustion. This work further offers deeper insight into the moderating mechanism of psychological resilience in these relationships.Design/methodology/approachThree time-lagged sets of data (N = 362) were collected among employees in Vietnamese firms. The partial least squares structural equation modeling method was applied to test the research hypotheses.FindingsEmpirical findings indicate that knowledge hiding positively impacts emotional exhaustion. Furthermore, emotional exhaustion serves a mediating role in the link between knowledge hiding and job performance. The results also show how psychological resilience moderates the relations between knowledge hiding, emotional exhaustion and job performance.Practical implicationsThe findings suggest that managers can reduce the harms of knowledge-hiding behaviors by enriching employees’ resources and bolstering their psychological resilience.Originality/valueThis inquiry explores the mechanism linking knowledge-hiding behaviors and job performance through the mediator of emotional exhaustion. In addition, this study extends the current knowledge by investigating the moderating role of psychological resilience in the relations between knowledge-hiding, emotional exhaustion and job performance.

Journal

Industrial and Commercial Training – Emerald Publishing

Published: Nov 19, 2024

Keywords: Knowledge-hiding; Emotional exhaustion; Psychological resilience; Job performance

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