Effect of organization care on knowledge hiding: the chain mediating role of organization-based self-esteem and employee loyalty
This study demonstrates that organizational care effectively reduces knowledge hiding behavior by enhancing employees' organization-based self-esteem and strengthening their loyalty to the organization. These findings enrich the theoretical frameworks of resource conservation and affective event theories and provide practical guidance for organizations to manage negative knowledge behaviors by fostering a supportive organizational environment.
Authors
- Sha Luo (ORCID: https://orcid.org/0000-0001-8942-8350)
- Xiujun Li (ORCID: https://orcid.org/0000-0003-2260-6858)
- Guoqiang Pan (ORCID: https://orcid.org/0000-0003-1355-2077)
- Yongyong Yang (ORCID: https://orcid.org/0000-0001-7165-2047)
- Lulu Hou
- Hui Nie
Institutions
- Ministry of Education of the People's Republic of China (CN)
- Shanghai University of Engineering Science (CN)
- Taiyuan Normal University (CN)
- Shanghai Normal University (CN)
- Shanxi Normal University (CN)
Publication Details
- Journal
- BMC Psychology
- Published
- 2026-02-16
- DOI
- https://doi.org/10.1186/s40359-026-04172-7
- Primary Topic
- Knowledge Management and Sharing
- Type
- article
- Field-Weighted Citation Impact
- 0.00