Organizational psychological ownership and innovative work behavior: the roles of coexisting knowledge sharing and hiding across organizational contexts

Abstract

Purpose Drawing upon psychological ownership theory, the aim of this study was to uncover the coexisting mediating effects of knowledge sharing and hiding on the relationship between employees’ organizational psychological ownership (OPO) and their innovative work behavior (IWB). The moderating role of organizational context in these mediating relationships was further examined to determine the moderated mediation paths. Design/methodology/approach This study mainly used a survey-based research method and collected data from 512 professionals from both public and private organizations in Pakistan to test our proposed hypotheses. Findings The results showed that coexisting knowledge sharing and hiding mediated the relationship between employees’ OPO and IWB. Furthermore, organizational context moderated the mediated relationships, providing support for the moderated mediation framework. Practical implications The results highlight the significance of fostering employees’ OPO to enhance their IWB by promoting knowledge sharing and preventing knowledge hiding. This study also urges managers to consider the contingency effect of organizational contexts when promoting employees’ IWB in emerging economies. Originality/value The results obtained in this study suggest that the knowledge behavior paradox occurs in organizations, and distinct organizational contexts play crucial but differential roles in intervening in the effect of employees’ OPO on their IWB. This study empirically validated this complex mechanism in an important emerging economy in Asia.