How do you treat your ‘big fish’? The joint effect of perceived subordinates’ overqualification and managers’ personalities on knowledge hiding

Abstract

ABSTRACT By integrating the cognitive appraisal theory of stress and coping and the conservation of resources theory, this paper explores the interactions and the mechanism of perceived subordinate’ overqualification and personalities on managers’ knowledge hiding in the service industry. Using a multi-stage research design supported by data collected from upscale hotels in China in three waves (n = 453), the results suggests that when perceiving subordinates’ overqualification, managers with highly cooperative personality decrease knowledge hiding. Conversely, managers with highly competitive personality increase knowledge hiding. Moreover, self-protection motivation mediates the positive relationship between perceived subordinates’ overqualification and managers’ knowledge hiding. This study not only contributes to a better understanding of the psychological mechanism of managers’ knowledge hiding but also responds to the call for multilevel effects research on overqualification. The study’s findings can also serve as important references for hotels’ human resources practices to maximize the values and contributions of human capital.