The Influence of Supervisory Justice and Perceived Career Development Support on Employees' Knowledge Sharing and Knowledge Hiding

This study empirically investigates the effects of supervisory justice on employees' knowledge-sharing and knowledge-hiding behaviors, while exploring organizational strategies to enhance these outcomes. Specifically, the research hypothesizes that supervisory justice positively influences knowledge-sharing and reduces knowledge-hiding behaviors through the mediating role of team commitment. Furthermore, it posits that employees' perceptions of career development support moderate the relationship between supervisory justice and knowledge-related behaviors. The findings demonstrate a significant direct effect of supervisory justice on promoting knowledge-sharing behaviors, whereas no direct relationship was found with knowledge-hiding behaviors. Supervisory justice also exerts an indirect positive effect on knowledge-sharing via team commitment, although its indirect effect on mitigating knowledge-hiding behaviors was not statistically significant. Additionally, higher perceptions of career development support were found to strengthen the positive impact of supervisory justice on knowledge-sharing and its inhibitory effect on knowledge-hiding behaviors. This study underscores the pivotal role of supervisory justice as a key antecedent of knowledge-sharing in organizations and highlights the amplifying effect of organizational career development support. These findings provide practical implications, suggesting that fostering supervisory justice and offering career development opportunities can enhance organizational knowledge-sharing, ultimately contributing to improved organizational performance and sustainability.