When workplace incivility arises: can knowledge sharing still survive?

Purpose This study aims to explore how workplace incivility affects employees’ knowledge sharing, focusing on the mediating role of rumination and the moderating roles of neuroticism and relational energy. Design/methodology/approach Guided by social exchange theory and self-verification theories, this study uses a mixed-methods approach. A survey tested a moderated mediation model, and qualitative interviews offered deeper insights into employees’ experiences. Findings Results show workplace incivility reduces knowledge sharing through rumination. Neuroticism intensifies this effect, while relational energy buffers it. These qualitative findings supported and enriched the results. Originality/value This study advances the literature by integrating social exchange and self-verification theories to explain both the cognitive mechanism (rumination) and boundary conditions (neuroticism and relational energy) underlying the effects of workplace incivility on knowledge sharing. The findings offer actionable insights for organizations to develop targeted interventions that reduce rumination, increase relational energy and support emotionally vulnerable employees, thereby sustaining knowledge sharing during workplace challenges. Organizations are encouraged to implement interventions that reduce employee rumination, build relational energy through supportive interactions and provide targeted support for employees with high neuroticism to maintain effective knowledge sharing.