LMX differentiation and knowledge hiding: the roles of LMX ambivalence and social comparison orientation
Lixin Chen, Qingxiong Weng, Qinyi FangPurpose
This study draws upon social comparison theory and conservation of resources theory to investigate the impact of perceived leader-member exchange differentiation (PLMXD) on employee knowledge hiding.
Design/methodology/approach
Surveying 305 employees from Chinese organizations, we employed partial least squares structural equation modeling (PLS-SEM) to examine hypotheses.
Findings
PLMXD was positively related to LMX ambivalence, and LMX ambivalence was positively related to knowledge hiding. Furthermore, the relationship between PLMXD and knowledge hiding was mediated by LMX ambivalence. Social comparison orientation moderated the relationship between PLMXD and LMX ambivalence.
Originality/value
Our findings not only corroborate with prior research indicating that employees react negatively to PLMXD, but also explore how and under which conditions such a negative relationship is more likely to occur.