Does political skill promote knowledge hiding? An impression management perspective

Abstract

PurposeAs a counterproductive interpersonal work behavior, knowledge hiding inhibits team creativity, hampers collaboration and ultimately has a detrimental impact on organizational performance. Drawing upon the impression management perspective. This study aims to investigate how and when employees’ political skill affects their knowledge-hiding behavior in real work contexts.Design/methodology/approachThe authors tested the hypotheses using data gathered from 266 employees in China using a time-lagged research design.FindingsThe results indicate that political skill positively influences knowledge hiding through the supplication strategy. Moreover, the positive effect of political skill on this strategy is stronger under higher levels of competition.Research limitations/implicationsA cross-sectional design and the use of self-report questionnaires are the limitations of this study.Originality/valueThe authors contribute to the literature on the emergence of knowledge hiding by identifying an impression management perspective. The authors also contribute to the literature on political skill by exploring the potential negative effects of political skill in the interpersonal interaction. Moreover, the authors enrich the understanding of the literature in competitive climate by introducing the impression management theory and exploring its influence on knowledge floating.