Trusted to share or tempted to hoard? Unpacking employee knowledge hiding through the interplay of leader trust and knowledge psychological ownership

The study enriches the antecedent framework of knowledge hiding by foregrounding vertical trust, illuminating the dynamic tension between reciprocity motivation and resource-defence motivation, and clarifying the double-edged boundary role of psychological ownership. Practically, Organizations should enhance perceived trust through empowerment and feedback while implementing monitoring systems to cultivate knowledge-sharing climates.