Linking work-related and non-work-related supervisor–subordinate relationships to knowledge hiding: a psychological safety lens

Recent research on knowledge hiding has focused on its interpersonal antecedents, such as co-worker relationships. However, few research has investigated the role of vertical relationships on reducing knowledge hiding behaviors. Extending this line of research, we examined the impacts of work-related (i.e., leader–member exchange, LMX) and non-work-related (i.e., supervisor–subordinate guanxi , SSG) supervisor–subordinate relationships on knowledge hiding. Drawing from social exchange and social cognitive theories, we proposed that both LMX and SSG negatively influence subordinates’ knowledge hiding through psychological safety. With a three-wave time-lagged design and data collected from 223 employees in China, our results show that (a) both LMX and SSG are negatively related to knowledge hiding; (b) psychological safety fully mediates the impact of LMX on knowledge hiding, whereas it partially mediates the impact of SSG on knowledge hiding. Theoretical and practical implications, research limitations, and promising avenues for future research are discussed.