The knowledge hiding link: a moderated mediation model of how abusive supervision affects employee creativity

References

• Agarwal, S., Krishna Erramilli, M., & Dev, C. S. (2003). Market orientation and performance in service firms: role of innovation. Journal of Services Marketing, 17, 68–82.
   Google Scholar
• Agnihotri, R., Rapp, A. A., Andzulis, J. M., & Gabler, C. B. (2014). Examining the drivers and performance implications of boundary spanner creativity. Journal of Service Research, 17, 164–181.
   Web of Science ®Google Scholar
• Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage.
   Google Scholar
• Amabile, T. M. (1983). The social psychology of creativity: A componential conceptualization. Journal of Personality and Social Psychology, 45, 357.
   Web of Science ®Google Scholar
• Anderson, N. R., & Gasteiger, R. M. (2008). Innovation and creativity in organisations: Individual and work team research findings and implications for government policy. In Nooteboom & E. Stam (Eds.), Innovation and creativity in organisations (pp. 249–272). Amsterdam: Amsterdam University Press.
   Google Scholar
• Aquino, K., Tripp, T. M., & Bies, R. J. (2006). Getting even or moving on? Power, procedural justice, and types of offense as predictors of revenge, forgiveness, reconciliation, and avoidance in organizations. Journal of Applied Psychology, 91, 653.
   PubMed Web of Science ®Google Scholar
• Baas, M., De Dreu, C. K., & Nijstad, B. A. (2008). A meta-analysis of 25 years of mood-creativity research: Hedonic tone, activation, or regulatory focus? Psychological Bulletin, 134(6), 779–806.
   PubMed Web of Science ®Google Scholar
• Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173–1182.
   PubMed Web of Science ®Google Scholar
• Becker, T. E. (2005). Potential problems in the statistical control of variables in organizational research: A qualitative analysis with recommendations. Organizational Research Methods, 8(3), 274–289.
   Web of Science ®Google Scholar
• Blau, P. M. (1964). Exchange and power in social life. New York, NY: Wiley.
   Google Scholar
• Bogilović, S., Černe, M., & Škerlavaj, M. (2017). Hiding behind a mask? Cultural intelligence, knowledge hiding, and individual and team creativity. European Journal of Work and Organizational Psychology, 26, 710–723.
   Web of Science ®Google Scholar
• Brandts, J., & Solà, C. (2001). Reference points and negative reciprocity in simple sequential games. Games and Economic Behavior, 36, 138–157.
   Web of Science ®Google Scholar
• Carl, D., Gupta, V., & Javidan, M. (2004). Power distance. In R. J. House, P. J. Hanges, M. Javidan, P. W. Dorfman, & V. Gupta (Eds.), Culture, leadership, and organizations: The GLOBE study of 62 societies (pp. 513–563). Thousand Oaks, CA: Sage.
   Google Scholar
• Carmeli, A., Gelbard, R., & Reiter‐Palmon, R. (2013). Leadership, creative problem‐solving capacity, and creative performance: The importance of knowledge sharing. Human Resource Management, 52(1), 95–121.
   Web of Science ®Google Scholar
• Černe, M., Nerstad, C. G., Dysvik, A., & Škerlavaj, M. (2014). What goes around comes around: Knowledge hiding, perceived motivational climate, and creativity. Academy of Management Journal, 57, 172–192.
   Web of Science ®Google Scholar
• Chiang, Y. H., Hsu, C. C., & Hung, K. P. (2014). Core self-evaluation and workplace creativity. Journal of Business Research, 67, 1405–1413.
   Web of Science ®Google Scholar
• Coelho, F., Augusto, M., & Lages, L. F. (2011). Contextual factors and the creativity of frontline employees: The mediating effects of role stress and intrinsic motivation. Journal of Retailing, 87, 31–45.
   Web of Science ®Google Scholar
• Connelly, C. E., & Zweig, D. (2015). How perpetrators and targets construe knowledge hiding in organizations. European Journal of Work and Organizational Psychology, 24, 479–489.
   Web of Science ®Google Scholar
• Connelly, C. E., Zweig, D., Webster, J., & Trougakos, J. P. (2012). Knowledge hiding in organizations. Journal of Organizational Behavior, 33, 64–88.
   Web of Science ®Google Scholar
• Cotterell, N., Eisenberger, R., & Speicher, H. (1992). Inhibiting effects of reciprocation wariness on interpersonal relationships. Journal of Personality and Social Psychology, 62, 658.
   Web of Science ®Google Scholar
• Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31, 874–900.
   Web of Science ®Google Scholar
• Dollard, J., Miller, N. E., Doob, L. W., Mowrer, O. H., & Sears, R. R. (1939). Frustration and aggression. New Haven, CT: Yale University Press.
   Google Scholar
• Eisenberger, R., Lynch, P., Aselage, J., & Rohdieck, S. (2004). Who takes the most revenge? Individual differences in negative reciprocity norm endorsement. Personality and Social Psychology Bulletin, 30, 787–799.
   PubMed Web of Science ®Google Scholar
• Eisenberger, R., & Rhoades, L. (2001). Incremental effects of reward on creativity. Journal of Personality and Social Psychology, 81, 728–741.
   PubMed Web of Science ®Google Scholar
• Fong, P. S., Men, C., Luo, J., & Jia, R. (2018). Knowledge hiding and team creativity: the contingent role of task interdependence. Management Decision, 56, 329–343.
   Web of Science ®Google Scholar
• Garcia, P. R. J. M., Restubog, S. L. D., & Denson, T. F. (2010). The moderating role of prior exposure to aggressive home culture in the relationship between negative reciprocity beliefs and aggression. Journal of Research in Personality, 44, 380–385.
   Web of Science ®Google Scholar
• Goldberg, L. R. (1999). A broad-bandwidth, public domain, personality inventory measuring the lower-level facets of several five-factor models. In I. Mervielde, I. Deary, F. De Fruyt, & F. Ostendorf (Eds.), Personality psychology in Europe (Vol. 7, pp. 7–28). Tilburg, The Netherlands: Tilburg University Press.
   Google Scholar
• Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25, 161–178.
   Web of Science ®Google Scholar
• Gu, J., Song, J., & Wu, J. (2016). Abusive supervision and employee creativity in china: Departmental identification as mediator and face as moderator. Leadership & Organization Development Journal, 37, 1187–1204.
   Web of Science ®Google Scholar
• Haas, M. R., Criscuolo, P., & George, G. (2015). Which problems to solve? Online knowledge sharing and attention allocation in organizations. Academy of Management Journal, 58, 680–711.
   Web of Science ®Google Scholar
• Hackney, K. J., & Perrewé, P. L. (2018). A review of abusive behaviors at work: The development of a process model for studying abuse. Organizational Psychology Review, 8, 70–92.
   Web of Science ®Google Scholar
• Han, G. H., Harms, P. D., & Bai, Y. (2017). Nightmare bosses: The impact of abusive supervision on employees’ sleep, emotions, and creativity. Journal of Business Ethics, 145, 21–31.
   Web of Science ®Google Scholar
• Hastings, S. (2011). The moderating effect of reciprocity beliefs on work outcomes (Unpublished doctoral dissertation). University of Western Ontario, Canada.
   Google Scholar
• Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. New York, NY: Guilford Press.
   Google Scholar
• Hershcovis, M. S., & Barling, J. (2010). Comparing victim attributions and outcomes for workplace aggression and sexual harassment. Journal of Applied Psychology, 95, 874.
   PubMed Web of Science ®Google Scholar
• Jiang, W., & Gu, Q. (2016). How abusive supervision and abusive supervisory climate influence salesperson creativity and sales team effectiveness in China. Management Decision, 54, 455–475.
   Web of Science ®Google Scholar
• Kanter, R. M. (1988). When a thousand flowers bloom: structural, collective and social conditions for innovation in organizations. Research in Organizational Behavior, 10, 169–211.
   Web of Science ®Google Scholar
• Khalid, M., Bashir, S., Khan, A. K., & Abbas, N. (2018). When and how abusive supervision leads to knowledge hiding behaviors: An Islamic work ethics perspective. Leadership & Organization Development Journal, 39, 794–806.
   Web of Science ®Google Scholar
• Lee, S., Yun, S., & Srivastava, A. (2013). Evidence for a curvilinear relationship between abusive supervision and creativity in South Korea. The Leadership Quarterly, 24, 724–731.
   Web of Science ®Google Scholar
• Liao, H., Liu, D., & Loi, R. (2010). Looking at both sides of the social exchange coin: A social cognitive perspective on the joint effects of relationship quality and differentiation on creativity. Academy of Management Journal, 53, 1090–1109.
   Web of Science ®Google Scholar
• Liu, D., Liao, H., & Loi, R. (2012). The dark side of leadership: A three-level investigation of the cascading effect of abusive supervision on employee creativity. Academy of Management Journal, 55, 1187–1212.
   Web of Science ®Google Scholar
• Liu, W., Zhang, P., Liao, J., Hao, P., & Mao, J. (2016). Abusive supervision and employee creativity: The mediating role of psychological safety and organizational identification. Management Decision, 54, 130–147.
   Web of Science ®Google Scholar
• Mackey, J. D., Frieder, R. E., Perrewé, P. L., Gallagher, V. C., & Brymer, R. A. (2015). Empowered employees as social deviants: The role of abusive supervision. Journal of Business and Psychology, 30, 149–162.
   Web of Science ®Google Scholar
• MacKinnon, D. P., Lockwood, C. M., & Williams, J. (2004). Confidence limits for the indirect effect: Distribution of the product and resampling methods. Multivariate Behavioral Research, 39, 99–128.
   PubMed Web of Science ®Google Scholar
• Malik, O. F., Shahzad, A., Raziq, M. M., Khan, M. M., Yusaf, S., & Khan, A. (2019). Perceptions of organizational politics, knowledge hiding, and employee creativity: The moderating role of professional commitment. Personality and Individual Differences, 142, 232–237.
   Web of Science ®Google Scholar
• McLean Parks, J. (1997). The fourth arm of justice: The art and science of revenge. In R. J. Lewicki, R. J. Bies, & B. H. Sheppard (Eds.), Research on negotiation in organizations (Vol. 6, pp. 113–144). Greenwich, CT: JAI Press.
   Google Scholar
• Merkin, R. S. (2018). Cross‐cultural communication theory and research, overview. In Y. Y. Kim (Ed.), The International Encyclopedia of Intercultural Communication. Hoboken, NJ: Wiley.
   Google Scholar
• Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. Journal of Applied Psychology, 92, 1159–1168.
   PubMed Web of Science ®Google Scholar
• Mitchell, M. S., & Ambrose, M. L. (2012). Employees’ behavioral reactions to supervisor aggression: An examination of individual and situational factors. The Journal of Applied Psychology, 97, 1148–1170.
   PubMed Web of Science ®Google Scholar
• Mudambi, R., & Navarra, P. (2004). Is knowledge power? Knowledge flows, subsidiary power and rent-seeking within MNCs. Journal of International Business Studies, 35, 385–406.
   Web of Science ®Google Scholar
• Namie, G., & Namie, R. (2000). Workplace bullying: The silent epidemic. Employee Rights Quarterly, 1, 1–12.
   Google Scholar
• Ning, N., & Zhaoyi, L. (2017). Psychological contract breach, organizational disidentification, and employees’ unethical behavior: Organizational ethical climate as moderator. Social Behavior and Personality: an International Journal, 45, 1409–1424.
   Web of Science ®Google Scholar
• Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39, 607–634.
   Web of Science ®Google Scholar
• Peng, H. (2013). Why and when do people hide knowledge? Journal of Knowledge Management, 17, 398–415.
   Web of Science ®Google Scholar
• Peng, J., Wang, Z., & Chen, X. (2018). Does self-serving leadership hinder team creativity? A moderated dual-path model. Journal of Business Ethics, 1–15.
   PubMed Web of Science ®Google Scholar
• Perry-Smith, J. E. (2006). Social yet creative: The role of social relationships in facilitating individual creativity. Academy of Management Journal, 49, 85–101.
   Web of Science ®Google Scholar
• Preacher, K. J., & Hayes, A. F. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, Instruments, & Computers, 36, 717–731.
   PubMedGoogle Scholar
• Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007). Addressing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Research, 42, 185–227.
   PubMed Web of Science ®Google Scholar
• Reiter-Palmon, R. (2011). Introduction to special issue: The psychology of creativity and innovation in the workplace. Psychology of Aesthetics, Creativity, and the Arts, 5, 1–2.
   Web of Science ®Google Scholar
• Reiter-Palmon, R., & Illies, J. J. (2004). Leadership and creativity: Understanding leadership from a creative problem-solving perspective. The Leadership Quarterly, 15, 55–77.
   Web of Science ®Google Scholar
• Restubog, S. L. D., Garcia, P. R. J. M., Wang, L., & Cheng, D. (2010). It’s all about control: The role of self-control in buffering the effects of negative reciprocity beliefs and trait anger on workplace deviance. Journal of Research in Personality, 44, 655–660.
   Web of Science ®Google Scholar
• Rhee, Y. W., & Choi, J. N. (2017). Knowledge management behavior and individual creativity: Goal orientations as antecedents and in‐group social status as moderating contingency. Journal of Organizational Behavior, 38, 813–832.
   Web of Science ®Google Scholar
• Rousseau, V., & Aubé, C. (2018). When leaders stifle innovation in work teams: The role of abusive supervision. Journal of Business Ethics, 151, 651–664.
   Web of Science ®Google Scholar
• Schaubhut, N., Adams, G. A., & Jex, S. M. (2004). Self-esteem as a moderator of the relationships between abusive supervision and two forms of workplace deviance. Paper presented at the annual meeting of the Society for Industrial and Organizational Psychology, Chicago, IL.
   Google Scholar
• Shoss, M. K., Eisenberger, R., Restubog, S. L. D., & Zagenczyk, T. J. (2013). Blaming the organization for abusive supervision: The roles of perceived organizational support and supervisor’s organizational embodiment. Journal of Applied Psychology, 98, 158.
   PubMed Web of Science ®Google Scholar
• Sigala, M., & Chalkiti, K. (2015). Knowledge management, social media and employee creativity. International Journal of Hospitality Management, 45, 44–58.
   Web of Science ®Google Scholar
• Sully De Luque, M. F., & Sommer, S. M. (2000). The impact of culture on feedback-seeking behavior: An integrated model and propositions. Academy of Management Review, 25, 829–849.
   Web of Science ®Google Scholar
• Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43, 178–190.
   Web of Science ®Google Scholar
• Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33, 261–289.
   Web of Science ®Google Scholar
• Tepper, B. J., & Almeda, M. (2012). Negative exchanges with supervisors. In Personal Relationships at Work: the Effect of Supervisory, Co-Worker, Team, and Customer and Non-work Exchanges on Employee Attitudes, Behavior, and Well-Being, ed. L Eby, T Allen, pp. 67–93. New York: Routledge Press.
   Google Scholar
• Tepper, B. J., Carr, J. C., Breaux, D. M., Geider, S., Hu, C., & Hua, W. (2009). Abusive supervision, intentions to quit, and employees’ workplace deviance: A power/dependence analysis. Organizational Behavior and Human Decision Processes, 109, 156–167.
   Web of Science ®Google Scholar
• Vardi, Y., & Weitz, E. (2004). Misbehavior in organizations. Mahwah, NJ: Lawrence Erlbaum.
   Google Scholar
• Wang, S., & Noe, R. A. (2010). Knowledge sharing: A review and directions for future research. Human Resource Management Review, 20, 115–131.
   Web of Science ®Google Scholar
• Watson, D., & Clark, L. A. (1992). Affects separable and inseparable: on the hierarchical arrangement of the negative affects. Journal of Personality and Social Psychology, 62, 489.
   Web of Science ®Google Scholar
• Wei, F., & Si, S. (2013). Tit for tat? Abusive supervision and counterproductive work behaviors: The moderating effects of locus of control and perceived mobility. Asia Pacific Journal of Management, 30, 281–296.
   Web of Science ®Google Scholar
• Williams, K. D., & Zadro, L. (2005). Ostracism: The indiscriminate early detection system. In K. D. Williams, J. P. Forgas, & W. von Hippel (Eds.), Sydney symposium of social psychology series. The social outcast: Ostracism, social exclusion, rejection, and bullying (pp. 19–34). New York, NY: Psychology Press.
   Google Scholar
• Wu, L. Z., Zhang, H., Chiu, R. K., Kwan, H. K., & He, X. (2014). Hostile attribution bias and negative reciprocity beliefs exacerbate incivility’s effects on interpersonal deviance. Journal of Business Ethics, 120, 189–199.
   Web of Science ®Google Scholar
• Wu, M., & Wang, J. (2012). Developing a charismatic leadership model for Chinese organizations: The mediating role of loyalty to supervisors. The International Journal of Human Resource Management, 23, 4069–4084.
   Web of Science ®Google Scholar
• Xu, E., Huang, X., Lam, C. K., & Miao, Q. (2012). Abusive supervision and work behaviors: The mediating role of LMX. Journal of Organizational Behavior, 33, 531–543.
   Web of Science ®Google Scholar
• Zhang, H., Kwan, H. K., Zhang, X., & Wu, L. Z. (2014). High core self-evaluators maintain creativity: A motivational model of abusive supervision. Journal of Management, 40, 1151–1174.
   Web of Science ®Google Scholar
• Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53, 107–128.
   Web of Science ®Google Scholar