Employee cynicism and knowledge hiding behavior: an investigation from the conservation of resources (COR) theory

Purpose Drawing on the conservation of resources (COR) theory, this study explores the effect of employee cynicism on three dimensions of knowledge hiding via psychological ownership and the moderating role of job autonomy and task interdependence. Design/methodology/approach The study collects data from knowledge workers from an IT industry company in Myanmar via a web-based survey. The final sample is 356, and structural equation modeling is used to test the hypotheses. Findings The results reveal that cynical employees are less likely to trust colleagues and organizational motives, leading to knowledge hiding. Employees with heightened psychological ownership engage in knowledge hiding. Psychological ownership mediates the link between employee cynicism and knowledge hiding. Job autonomy moderates the relationship between psychological ownership and evasive hiding and between psychological ownership and playing dumb behavior. Originality/value This study enriches knowledge management literature by using employee cynicism as a predictor of knowledge hiding, psychological ownership as an underlying mechanism, and job autonomy and task interdependence as boundary conditions. The findings of the study help practitioners control counterproductive behaviors.