Work-family interfaces and leaders’ knowledge hiding: underlying mechanisms and contingencies

Extant research on micro-innovation has mainly highlighted the within-domain stressful effects of job conflicts but largely neglected their cross-domain mechanisms in shaping leaders' knowledge behaviors. This study is one of the first to investigate how and when work-family interfaces influence top-down knowledge-hiding behavior. Practically, the findings provide guidance for organizations to design family-supportive and esteem-enhancing HR practices to reduce leaders' knowledge hiding driven by FIW.