Purpose Creativity and innovation are crucial in improving the organizational performance and sustaining competitive advantage. The purpose of this paper is to investigate the relationship between knowledge hiding and team creativity. Design/methodology/approach The authors tested the hypotheses with a sample of 87 knowledge worker teams involving 393 employees and employers in China. Findings Knowledge hiding is negatively related to team creativity, fully mediated by absorptive capacity. In addition, the negative relationship between knowledge hiding and absorptive capacity would be weakened by task interdependence. Practical implications Team managers should take measures to avoid the development of knowledge hiding, which is indirectly related to team creativity via absorptive capacity within a team, and motivate team members to share more knowledge by training to improve their feelings of accountability, responsibility, and duty. In addition, managers can decrease knowledge hiding by strengthening within-team task interdependence. Originality/value This study is one of the first to investigate the relationship between knowledge hiding and team creativity and the moderating role of task interdependence in the relationship between knowledge hiding and absorptive capacity.

Purpose The purpose of this paper is to examine why employees hide knowledge and how organizations intervene and influence the negative effects of knowledge hiding. This study builds and tests a theoretical model at both individual and team level. Design/methodology/approach Data were collected from universities, research institutes and enterprises’ research and development (R&D) teams in China via a two-wave survey. The final sample contained 417 cases. Hierarchical linear modeling was used to test hypotheses. Findings The results show that territoriality plays a mediating role between psychological ownership and knowledge hiding, and that organizational result justice negatively moderated the relationship between territoriality and knowledge hiding. Procedure justice negatively moderated the relationship between territoriality and rationalized hiding, and that between territoriality and evasive hiding. Interactive justice negatively moderated the relationship between territoriality and rationalized hiding, and that between territoriality and evasive hiding. There were thus interactive effects among territoriality, perceived knowledge value and psychological ownership; the relationship between individual psychological ownership and territoriality was weaker when perceived knowledge value was lower and task interdependence was higher, and stronger with higher perceived knowledge value and lower task interdependence. Research limitations/implications Territorial behaviors, such as knowledge hoarding and misleading within R&D teams, are the primary challenges for organizations’ positive activities, including internal sharing, teamwork and organizational goal accomplishment. Researching knowledge territoriality in the Chinese cultural context will help to distinguish territorial behaviors and to take preventive measures. In addition, this study not only enables managers to understand clearly the precipitating factors of knowledge territoriality and the relationships among them but also provides constructive strategies for reducing the negative effect of organizational intervention in knowledge territoriality. Originality/value This study adopts a multilevel modeling method and not only reveals the “black box” of interaction among psychological ownership, territoriality and knowledge hiding at the individual level but also probes the three-way interaction of perceived knowledge value, team task dependency and psychological ownership with territoriality at both individual and team levels, and then discusses the mediation effect of organizational justice on the relationship between territoriality and knowledge hiding. The conclusion of this study not only enriches the literature on knowledge hiding in the field of knowledge management but also helps to elucidate the function and intervention mechanism of knowledge hiding.

EGFR T790M mutation occurs in half of non-small cell lung cancer (NSCLC) patients with acquired EGFR-TKI (TKI) resistance, based on tumor re-biopsies using an invasive clinical procedure. Here, we dynamically monitored T790M mutation in circulating tumor DNA (ctDNA) using serial plasma samples from NSCLC patients receiving TKI through Droplet Digital PCR (ddPCR) method and the associations between overall survival (OS) starting from initial TKI treatment and the T790M ctDNA status detected in plasma were analyzed. Among 318 patients, 117 who acquired TKI resistance were eligible for the analysis. T790M ctDNA was detected in the plasma of 55/117 (47%) patients. Almost half of the T790M ctDNA positive patients were identified at a median time of 2.2 months prior to clinically progressive disease (PD). Furthermore, within the patients receiving TKI treatment at 2nd line or later, the T790M ctDNA positive group had significantly shorter OS than the negative group (median OS: 26.9 months versus NA, P = 0.0489). Our study demonstrates the feasibility of monitoring EGFR mutation dynamics in serial plasma samples from NSCLC patients receiving TKI therapy. T790M ctDNA can be detected in plasma before and after PD as a poor prognostic factor.

Purpose Workplace bullying is a common negative event suffered by employees in the workplace. The harm it brings to the organization has become the focus of the field of organizational behavior. The purpose of this study was to explore whether workplace bullying has an impact on employee knowledge hiding and to discover the underlying mechanism between the two. Design/methodology/approach Based on the conservation of resource theory and the cognitive-affective personality system theory, this paper surveys 327R&D employees of Chinese technological corporations at two time points and explores the relationship between workplace bullying and knowledge hiding as well as the underlying mechanism. This study used confirmatory factor analysis, bootstrapping method and structural equation model to validate the research hypothesis. Findings The results show that workplace bullying positively correlates with knowledge hiding; emotional exhaustion and organizational identification play a mediation role between workplace bullying and knowledge hiding, and both variables play a chain mediation role in that relationship; and forgiveness climate moderates the positive impact of workplace bullying on emotional exhaustion, further moderating the chain mediation role of emotional exhaustion and organizational identification. Originality/value The findings of this study can not only complement the existing researches on the influence of negative workplace events on employees’ knowledge hiding behaviors but also strengthen scholars’ attention and understanding of the internal mechanism between workplace bullying and knowledge hiding.