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Summary In this article, we sought to identify a new interpersonal antecedent of knowledge hiding, namely, leader–member exchange (LMX). Drawing on the group engagement model (an extension of social identity theory within the group/organization context), we built a theoretical model linking LMX and knowledge hiding. This model focuses on the mediating role of organizational identification and the moderating role of relative LMX in influencing the mediation. Using two time‐lagged studies (Study 1: n = 317; Study 2: n = 248) conducted in China, we examined our research model. Study 1 provided support for the proposed hypotheses for evasive hiding and playing dumb but not for rationalized hiding. Study 2 replicated and extended our findings. Results revealed that (a) LMX was negatively related to evasive hiding and playing dumb but not to rationalized hiding; (b) organizational identification mediated the influence of LMX on evasive hiding and playing dumb but not on rationalized hiding; and (c) relative LMX not only moderated the relationship between LMX and organizational identification but also reinforced the indirect effect of LMX on evasive hiding and playing dumb but not on rationalized hiding (via organizational identification). The implications, limitations, and future research directions are also discussed.

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Purpose The purpose of this paper is to explore the curvilinear relationship between workplace ostracism (supervisor ostracism and co-worker ostracism) and knowledge hoarding by using the conservation of resources theory. In addition, the paper predicts one possible situational context (political skill) that may influence employees’ reaction to ostracism. Design/methodology/approach Using a two-wave research design, the authors collected data from 240 samples in a Chinese diversified company. Hierarchical regression models were used to test the hypotheses. Findings The authors found that the relationship between workplace ostracism (supervisor ostracism and co-worker ostracism) and knowledge hoarding was U-shaped. Moreover, political skill moderated the linkage between workplace ostracism and knowledge hoarding such that the U-shaped association was stronger for people higher, rather than lower, in political skill. Originality/value By exploring a curvilinear relationship between ostracism and knowledge hoarding, the study enriches the knowledge hoarding literature by adding a substantive predictor of knowledge hoarding. The findings can also extend the workplace ostracism literature by providing a new conceptual analysis of interpreting the inconsistent findings involving the influence of workplace ostracism. Moreover, identifying political skill as a moderator can gain a better understanding of when and why an ostracized employee’s knowledge hoarding behavior can be less likely.