Organizational psychological ownership, psychological entitlement and innovative work behavior: the mediating effect of knowledge hiding

Purpose Despite the growing interest in innovative work behavior, research has largely overlooked the role of dispositional tendencies in shaping employees' innovation-related actions. Moreover, prior studies have emphasized knowledge sharing while neglecting the obstructive role of knowledge hiding. To address these gaps, this study investigates how organizational psychological ownership and psychological entitlement influence innovative work behavior, with knowledge hiding examined as a mediating mechanism. Design/methodology/approach Data were collected from 518 employees working in six key manufacturing industries in Pakistan (textiles, food processing, beverages, chemicals, cement and pharmaceuticals). Using a three-wave survey design to minimize common method bias, employees provided responses regarding entitlement, ownership, knowledge hiding and innovative behavior. Structural equation modeling (SEM) was employed to test the hypothesized relationships. Findings The results reveal that organizational psychological ownership enhances innovative work behavior, whereas psychological entitlement diminishes it. Organizational psychological ownership is negatively associated with knowledge hiding, while psychological entitlement positively predicts it. Furthermore, knowledge hiding significantly mediates the effects of both organizational psychological ownership and psychological entitlement on innovative work behavior, suggesting that knowledge-related behaviors are central in explaining how psychological dispositions shape innovation at work. Originality/value This study is among the first to integrate dispositional tendencies, knowledge hiding and innovative work behavior within a unified framework. It advances knowledge management and innovation literature by exploring the effect of psychological dispositional tendencies (psychological ownership and entitlement) on innovative work behavior along with mediation of knowledge hiding. The findings offer important insights for organizations seeking to foster innovation by strengthening ownership, curbing entitlement and reducing knowledge hiding.