DRIPPING WATER WEARS THROUGH STONE: HOW DOES TIME PRESSURE AFFECT EMPLOYEE KNOWLEDGE HIDING? EXPLORING THE KEY ROLES OF PSYCHOLOGICAL DISTRESS AND BENEVOLENT LEADERSHIP
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Abstract
In the context of market competition, knowledge has become crucial for organizations to gain a competitive advantage, leading them to expect employees to share knowledge openly. In reality, however, employees often act contrary to this expectation due to the work environment. This study, based on the Job Demands-Resources (JD-R) model, investigated how time pressure affects the hiding of knowledge, considering the roles of psychological distress and benevolent leadership in this process. Utilizing purposive sampling, 525 questionnaires from employees in the creative departments of advertising companies were collected and analyzed. The findings revealed that time pressure promotes knowledge hiding behavior by increasing psychological distress, while benevolent leadership can alleviate this pressure and distress, thereby reducing the concealing of knowledge. This study not only extends the application of the JD-R model in the field of organizational behavior but also provides theoretical support for managers to better understand and manage employees’ knowledge hiding, highlighting the crucial role of leadership style in coping with time pressure.
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