LMX differentiation and knowledge hiding: the roles of LMX ambivalence and social comparison orientation
研究员工感知的领导-成员交换差异化如何通过LMX矛盾心理导致知识隐藏，并发现社会比较倾向会强化这一影响，对管理者理解团队差异化管理的负面效应有参考价值。
Purpose This study draws upon social comparison theory and conservation of resources theory to investigate the impact of perceived leader-member exchange differentiation (PLMXD) on employee knowledge hiding. Design/methodology/approach Surveying 305 employees from Chinese organizations, we employed partial least squares structural equation modeling (PLS-SEM) to examine hypotheses. Findings PLMXD was positively related to LMX ambivalence, and LMX ambivalence was positively related to knowledge hiding. Furthermore, the relationship between PLMXD and knowledge hiding was mediated by LMX ambivalence. Social comparison orientation moderated the relationship between PLMXD and LMX ambivalence. Originality/value Our findings not only corroborate with prior research indicating that employees react negatively to PLMXD, but also explore how and under which conditions such a negative relationship is more likely to occur.