From drawing lines to opening doors: the dynamic reconfiguration of defensive knowledge boundaries

Purpose Drawing on social information processing theory and boundary work theory, this study aims to examine how knowledge territorial behavior influences knowledge sharing through workplace ostracism and job crafting, and explores the moderating role of leader communication openness. Design/methodology/approach This study conducted a scenario-based experiment and a time-lagged field survey. Study 1 used a situational experiment in China (n = 200) to provide initial evidence for the proposed relationships under controlled scenario conditions. Study 2 used a three-wave, multisource questionnaire survey of full-time employees in Chinese organizations (n = 219). The hypotheses were tested using regression analyses and structural equation modeling. Findings Knowledge territorial behavior is indirectly associated with knowledge sharing through workplace ostracism and subsequent task and relational crafting. In addition, leader communication openness serves as a boundary condition for these effects. Originality/value This study offers evidence consistent with a dynamic knowledge boundary management process, demonstrating how competitive and collaborative boundary work coexist in knowledge-intensive workplaces. It advances social information processing theory in knowledge management by explaining how employees interpret workplace social cues and engage in relational and boundary repair within collectivistic work settings.