Two sides of the same coin: how LMX ambivalence fuels both knowledge sharing and hiding behaviors

Purpose Drawing on ambivalence amplification theory and the expanded model of organizational identification, this study examines a moderated mediation model in which LMX ambivalence simultaneously leads to knowledge-sharing and knowledge-hiding behaviors through ambivalent organizational identification, with neuroticism as a moderator. Design/methodology/approach Using a field survey research design, two-wave data were collected from 259 nurses in the Egyptian public health sector. Structural equation modeling was used to test the hypothesized model. Findings Regardless of LMX quality as a univalent construct, we found that LMX ambivalence was positively related to both knowledge sharing and hiding, with this relationship mediated by feelings of ambivalent organizational identification. Moreover, ambivalent identification and subsequent contradictory behaviors were amplified when subordinates had high levels of neuroticism. Practical implications Leaders should foster psychologically consistent relationships where ambivalent identification is mitigated, and knowledge sharing is encouraged and normalized. Originality/value These findings extend LMX theory by highlighting the emotional and behavioral duality inherent in ambivalent relationships. By identifying ambivalent identification as a mediator, we advance the expanded model of organizational identification, offering novel insights into the psychological mechanisms that mediate the relationship between LMX ambivalence and knowledge sharing and hiding. Furthermore, we enrich personality literature by introducing neuroticism as a key factor that shapes and intensifies reactions to ambivalence in organizational contexts.