Project manager knowledge hiding, subordinates’ work-related stress and turnover intentions: empirical evidence from Chinese NPD projects

Abstract

PurposeAlthough scholars have provided sufficient empirical evidence on the effect of peer knowledge hiding on new product development (NPD) project team outcomes, little attention has been given to the relationship between project manager knowledge hiding and individual outcomes. Drawing on the job resources-demands model and a dyadic stressor perspective, this study aims to explore the effect of project manager knowledge hiding on subordinates’ turnover intentions as well as the mediating roles of challenge- and hindrance-related stress.Design/methodology/approachThis study conducted a multiple-source survey of NPD project managers and their subordinates in China. Hypotheses were tested by using data collected from 171 manager–subordinate dyads in NPD projects.FindingsThe findings revealed that project manager knowledge hiding was positively associated with subordinates’ turnover intentions, challenge-related stress and hindrance-related stress. Project manager knowledge hiding imposed a positive indirect effect on turnover intentions through hindrance-related stress, whereas the mediating effect of challenge-related stress was not significant.Originality/valueTo the best of the authors’ knowledge, this study is one of the first to investigate the individual outcomes of top-down knowledge hiding as well as the mediating roles of challenge- and hindrance-related stress in the context of NPD projects.