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How does knowledge leadership influence knowledge hiding? A psychological ownership perspective

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  • Jiajia Cheng
  • Tingqiang Chen

Abstract

This study explores how knowledge leadership mitigates knowledge hiding within cross-functional project teams (CFPTs). From a psychological ownership perspective, this study hypothesizes that knowledge leadership influences knowledge hiding via the mediating effect of knowledge-based and organization-based psychological ownership. Additionally, this study proposes the moderating role of mastery climate between psychological ownership and knowledge hiding. Then, this study used a questionnaire-based survey to collect data and adopted regression analysis and bootstrapping methods to analyse the data to test the proposed hypotheses. Results indicate that (1) knowledge leadership has a negative effect on knowledge hiding; (2) both knowledge-based and organization-based psychological ownership play the mediating role between knowledge leadership and knowledge hiding; (3) the relationship between organization-based psychological ownership and knowledge hiding is moderated by mastery climate. The relationship between knowledge-based psychological ownership and knowledge hiding is also moderated by mastery climate. This study provides implications for managers to mitigate knowledge hiding within CFPTs.

Suggested Citation

  • Jiajia Cheng & Tingqiang Chen, 2025. "How does knowledge leadership influence knowledge hiding? A psychological ownership perspective," Knowledge Management Research & Practice, Taylor & Francis Journals, vol. 23(4), pages 397-412, July.
    • Handle: RePEc:taf:tkmrxx:v:23:y:2025:i:4:p:397-412
    DOI: 10.1080/14778238.2024.2382829
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