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.

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In this paper, we explored the role of knowledge sharing on team creativity through absorptive capacity and knowledge integration, and tested the condition under which knowledge sharing is positively related to absorptive capacity and knowledge integration. We tested our hypotheses with a sample of 86 knowledge worker teams involving 381 employees and employers in China. Results demonstrate that knowledge sharing was positively related to team creativity, fully mediated by both absorptive capacity and knowledge integration. In addition, cognitive team diversity played a moderating role in the relationship between knowledge sharing and absorptive capacity, as well as in the relationship between knowledge sharing and knowledge integration. Theoretical and practical implications of these findings on knowledge management and team creativity are discussed.

Drawing on the upper echelons theory and targeted at Chinese coal enterprises, this research examines the interactions of commitment to human resource management on green creativity, and discusses the mediating mechanism of green human resource management (GHRM) between them. The results show that commitment to human resource management indirectly affects the enterprise of green creativity, while GHRM intermediates the process. Environmental regulation positively regulates the relationship between commitment to human resource management (COHRM) and GHRM, as well as the intermediary role of GHRM in the relationship between COHRM and green creativity. This study provides an important reference value for the research of GHRM in China and offers practical enlightenment for the manufacturing and coal industry enterprises to carry out environmental management and achieve sustainable development.

The purpose of this study is to investigate the relationship between idiosyncratic deals and organizational citizen behavior (OCB). How traditional Chinese values moderate the relationship between idiosyncratic deals and OCB is examined from the perspectives of recipients and coworkers. Survey data were provided by 359 supervisor-subordinate dyads. Recipients of idiosyncratic deals are positively associated with their OCB-I, and the positive relationship between them is strongest for individuals with high perceived visibility and low traditionality. From the perspective of coworkers, the effect of coworker's beliefs in obtaining future idiosyncratic deals on OCB-I is strongest for individuals with high perceptions of others' idiosyncratic deals and low traditionality. This is the first study to provide evidence of the relationship between idiosyncratic deals and OCB from the perspective of recipients and coworkers. Additionally, the authors discuss the roles of perceived visibility and traditionality, thereby provide new insights into the outcomes of idiosyncratic deals based on cultural differences. The theoretical and practical implications are discussed.