Sharing or hiding? The influence of supervisor bottom-line mentality on employee knowledge behaviors

Abstract

PurposeDrawing on the dual-strategies theory of social rank and leader distance theory, this paper aims to investigate the influence of supervisor bottom-line mentality (BLM) on employee knowledge-related behaviors by considering the mediating role of perceived leader prestige or dominance and the moderating role of supervisor–subordinate guanxi (SSG).Design/methodology/approachThis study collected survey data from 185 research and development employees in East China at three-time points. The authors conducted path analysis and bootstrapping-based analytic approach to test the hypotheses by Mplus7.0.FindingsThe results showed that supervisor BLM has a negative effect on employee knowledge sharing and a positive effect on knowledge hiding. Besides, perceived leader prestige or dominance mediated the relationship between supervisor BLM and employee knowledge hiding. Furthermore, SSG moderated the relationship between supervisor BLM and perceived leader prestige or dominance, as well as the indirect effects of supervisor BLM on knowledge hiding via perceived leader prestige or dominance.Originality/valueThere is limited research on investigating the influence of supervisor BLM in the field of knowledge management. The authors carried out this study to provide evidence of how and when supervisor BLM affects employee knowledge sharing and hiding.