Understanding spillover effects of abusive supervision on knowledge hiding through social learning perspective

Purpose Drawing on the social learning theory, this study aims to investigate the spillover effects (i.e. an unintended consequence of an action) of abusive supervision through third-party employees’ (i.e. peers’) mistreatment actions toward victims. This paper also argues that third parties learn mistreatment behaviors from abusive leaders and then impose peer ostracism on victims, thereby positively affecting victims’ knowledge-hiding behavior. Design/methodology/approach To test the proposed hypotheses, data were collected at three time points, separated by one month, to neutralize potential common-method bias. The final sample of 635 valid responses was analyzed using regression analysis. Findings Results showed that abusive supervision is positively related to peer ostracism, which is further positively associated with employee knowledge hiding. Also, the frequency of interaction moderates the direct relationship between abusive supervision and peer ostracism and the indirect relationship between abusive supervision and knowledge hiding through peer ostracism. Practical implications The findings highlight the imperative for organizations to mitigate abusive supervision and peer ostracism through rigorous policies, ethical leadership development programs and nurturing environments that promote equity and open dialogue, thereby curtailing knowledge hiding and cultivating transparency, trust and constructive workplace dynamics. Originality/value Unlike most of the previous investigations that have focused on the relationship between abusive supervision and knowledge hiding, this research contributes to the abusive supervision literature by highlighting a social learning process of third-party peer mistreatment, suggesting a spillover channel of abusive supervision on the victim’s knowledge hiding behavior.