How does co-worker knowledge-based territoriality influence employee knowledge-hiding behaviors? Evidence from a moderated mediation model

Purpose This study aims to address the multifaceted issue of territoriality by investigating how and why co-worker knowledge-based territoriality (i.e. marking, defending and expanding) influences knowledge-hiding behaviors via psychological reactance using conservation of resources theory. It also explores whether supervisor developmental feedback (SDF) moderates this relationship within the job demands-resources model. Design/methodology/approach A coarsened exact matching method was used to reduce the systematic differences between the treated and untreated groups, and 385 knowledge workers employed by high-tech firms in China completed the survey as instructed. Findings The empirical results revealed that co-worker knowledge-based territoriality exerted opposing effects on knowledge-hiding behaviors: territorial marking and defending are positively related to knowledge hiding, whereas territorial expanding is negatively related to it. Psychological reactance mediated the relationship between territoriality and knowledge hiding, but SDF cannot moderate the proposed relationships. Originality/value This study contributes to the literature by providing novel insights into the preventive and promotive influences of territoriality on knowledge-hiding behaviors. It uncovers psychological reactance as a key mechanism linking co-worker knowledge-based territoriality to knowledge hiding.