Supervisor knowledge Hiding’s impact on employee creativity: implications for thriving at work and future career

Abstract

ABSTRACT This study examines the relationship between supervisor knowledge hiding behaviour (SKHB) and employee creativity in the context of the social exchange theory (SET). The study also investigates the mediating roles of supervisor ostracism (as perceived by employees, or SO) and employee knowledge hiding behaviour (EKHB), and the moderating role of mastery motivational climate (MMC) on this relationship. Data was collected from 216 employees working in IT-related organisations in Pakistan and the results support the hypotheses that SKHB negatively impacts employee creativity through the sequential mediating effects of SO and EKHB. Moreover, the study found that MMC serves as a buffer, reducing the negative impact of SKHB on employee perception of SO. Overall, this study provides a deeper understanding of how supervisor knowledge hiding can affect employee creativity, which is crucial for organisations to gain a competitive advantage.