Influence of employees’ perception of differential organizational climate on knowledge hiding: Moderating effect of task interdependence

As relational ties strengthen, the hierarchical pattern that is rooted in the relational structure of Chinese society has exerted profound effects on the daily operation and management of indigenous Chinese enterprises. In this study we drew on social information processing theory to examine the impact of employees’ perception of differential organizational climate on knowledge hiding. We analyzed data obtained from 406 employees in seven Chinese enterprises. The results showed that perception of differential organizational climate positively influenced employee knowledge hiding, with relative deprivation mediating this relationship. Furthermore, task interdependence negatively moderated both the positive relationship between relative deprivation and knowledge hiding, and the mediating effect of relative deprivation between employees’ differential organizational climate perception and knowledge hiding. This study contributes to a deeper understanding of the psychological mechanisms and behavioral patterns of employees in the context of indigenous Chinese management.