Dark triad and knowledge hiding in firms: Mediating role of perceived organizational politics.

Negative behaviors at the workplace always disturb the management of the firms. This research investigates the link between the dark triad and various types of Knowledge hiding (Evasive hiding, Playing dumb, and Rationalized hiding) in firms. In addition, this study explores perceived organizational politics as a mediator. The design of this study is quantitative and positivist. The data were collected in three waves (45 days gap) with a random sampling approach from 383 personnel/staff working in Chinese commercial banking firms. The data were analyzed using the partial least squares structural equation modeling (PLS-SEM) technique and Smartpls-4 software. This study confirms that dark-triad has a positive relation with knowledge hiding, except psychopathy and Machiavellianism, which have no significant correlation with playing dumb and evasive hiding, respectively. Perceived organizational politics significantly mediate the association between dark triad personality traits and the types of knowledge hiding. Employees with political skills and a trust-based culture can counter the dark-triad personalities and discourage the knowledge-hiding culture. For effective management of knowledge-hiding issues in firms, codifying implicit and explicit Knowledge and developing knowledge repositories can discourage a knowledge-hiding culture.

What constitutes an employer of choice? A qualitative triangulation investigation.

Employer of choice (EOC) is a relatively new phenomenon, particularly in Human Resources Management. Existing employees and prospective talent have reasons and expectations to designate an employer as an EOC. While EOC has received extensive attention from both academics and practitioners over the past few years, the work has mostly focused on managerial and marketing perspectives, and thus far lacks a strong theoretical foundation. Drawing on Social Exchange Theory (SET), based on Human Resources and employees' perceptions and experiences, this research aims to explore and investigate the factors that constitute/designate an employer as an Employer of Choice EOC. Two qualitative triangulated data sets were collected from existing full-time employees at a Saudi multinational corporation: open interviews and document analysis (cross-sectional and longitudinal). Thematic analysis (TA) was employed to analyze both methods. The findings reveal that company image, training, and development, satisfaction, involvement and commitment, fairness, work culture, reward, opportunities for growth, teamwork, motivation, and corporate social responsibility are the factors that lead employees to designate an employer as an EOC. This research contributes to knowledge conceptually, theoretically, and empirically, mainly in the area of Human Resources Management. This research represents one of the first studies to empirically identify and investigate employee-related factors and evaluate them all together in a multinational Saudi organization. Recognizing the findings of this empirical-based research assists HR managers in designating their organizations as an EOC for current employees and prospective talents.

The association of leader-member exchange and team-member exchange with nurses' innovative behaviours: A cross-sectional study.

AIM: To measure the association of leader-member exchange and team-member exchange with nurses' innovative behaviours through social exchange theory. BACKGROUND: The field of nursing is actively advocating innovation. Other fields have proven that leader-member exchange and team-member exchange can promote innovative behaviour, but such an association is not clear in nursing. DESIGN: A cross-sectional study. METHODS: A total of 560 nurses were selected from five tertiary hospitals in Henan Province (China) by multistage sampling. Data were collected from a self-report questionnaire. Thirty nurses in the pre-survey were used to verify the validity of the questionnaire. SPSS PROCESS macro was used to verify the association of leader-member exchange and team-member exchange with nurses' innovative behaviours. RESULTS: Leader-member exchange and team-member exchange were significantly associated with nurses' innovative behaviours, and team-member exchange had a mediating effect on the relationship between leader-member exchange and innovative behaviour. CONCLUSIONS: Leader-member exchange and team-member exchange positively affect nurses' innovative behaviours. Leader-member exchange can promote nurses' innovative behaviours through the mediating role of team-member exchange. IMPACT: This study indicated that leader-member exchange and team-member exchange should be given more attention in promoting nurses' innovative behaviours. This finding has implications for the promotion of innovative behaviours in nurses. Leaders need to focus on the innovative needs of nurses and offer support. Meanwhile, leadership training programs are necessary for managers to create positive team relationships. PATIENT OR PUBLIC CONTRIBUTION: No patient or public involvement.

The broken trust: how exploitative leadership damages employee work passion.

This study explores how exploitative leadership affects employees' work passion, a vital element for engagement, creativity, and productivity. It further delves into how trust in leaders mediates this relationship. By applying social exchange theory and conservation of resources theory and analyzing responses from 384 full-time employees through covariance-based structural equation modeling using SmartPLS, the findings confirm the negative effects of exploitative leadership on work passion. They also underscore the significant mediating role of trust in leaders. These insights underline the importance of addressing exploitative leadership in organizational policies and enhancing trust to improve work passion. The study not only provides valuable information for organizations but also lays the groundwork for future research on leadership styles, trust, and employee passion.

Fear of Sexual Harassment Accusations: A Hidden Barrier to Opposite-Gender Mentoring in Taiwan?

While legal protections against sexual harassment are crucial, their implementation could have unintended consequences. This study explores the potential downside of these protections-fear of false accusations-and its impact on cross-gender mentoring in Taiwanese workplaces. Drawing on social exchange theory, we investigate how fear of accusations might discourage valuable mentoring relationships between men and women. Through an intercept survey, we examined whether these concerns may lead to reduced mentoring opportunities for women, potentially hindering their career advancement. We proposed new constructs and analyzed the model using SmartPLS 4.1. Our findings reveal a complex dynamic: fear of accusations does appear to decrease cross-gender mentoring, raising concerns about its impact on women's career trajectories. However, the findings also suggest that men support sexual harassment laws, still believing these laws are needed. We discuss our model and its implications; additionally, we emphasize the need for strategies that balance legal protections while also fostering positive mentoring relationships.

Impostor leader and knowledge hiding: Attachment avoidance as underlying mechanism.

Impostorism and knowledge-hiding behaviors negatively impact employees and organizational performance. This study examines the association between impostor leaders and knowledge hiding (evasive hiding, playing dumb, and rationalized hiding). Attachment avoidance is discussed as a mediator between impostor leaders and knowledge-hiding. For quantitative analyses, this study collected the data from 429 individuals with two time lags by sharing the survey instrument link on different organizations' randomly selected official media pages. After obtaining approval from the administrators of these pages, leaders and subordinates from these organizations were asked to participate in the study. The partial least squares structural equation modeling method is employed with Smartpls-4 software for data analyses. The findings indicate that impostor leaders promote knowledge hiding in subordinates. However, impostor leaders highly promote rationalized hiding behavior in subordinates. Attachment avoidance mediates the relationship between the impostor leader and knowledge-hiding behaviors. However, the highest mediation relationship exists between an impostor leader and playing dumb behavior in subordinates. This study strengthens the generalizability of the social exchange theory. The implications mentioned in this study are beneficial in understanding and dealing with the Impostorism and knowledge-hiding phenomena.

Training & development, career development, and organizational commitment as the predictor of work performance.

This study aims to justify the mediating effect of organizational commitment in the association between training and development, career development, and work performance. Data was collected from 362 frontline hotel employees through a survey by random sampling technique. The analysis methodology comprises descriptive statistics, measurement, and structure models through SPSS 23 and Smarts PLS 3.0. This study significantly examined the correlation between training and development and work performance, career development, and work performance. Moreover, organizational commitment in the hotel sector is significantly associated with work performance. Furthermore, the significant correlation between training and development and work performance career development among hotel personnel is mediated by organizational commitment. Owners and managers should know the necessary policies to enhance employees' work performance and organizational commitment and consider appropriate behaviour. Besides, all required facilities for enhancing career development and training and development should be implemented to strengthen hotels' present and future demands. It is furthered by the study's explanations of the results and their limitations, which also included suggestions for future research possibilities. This research filled the gap in the hotel industry in Bangladesh, where study works into wide-ranging training and development, career development practices, organizational commitment, and work performance were rare.

Leaders' induced justice perceptions as mediator of the relation between participative leadership behaviors and team learning.

Introduction: In today's complex and changing business environment organizations need to learn and adapt to emerging circumstances. Teams can be a preferred vehicle to facilitate solving challenges that require diverse perspectives and expertise, collaboration, and knowledge sharing among members. To support team learning, organizations need to understand and promote an appropriate environment that facilitates learning within teams. By drawing on Fairness Theory and Social Exchange Theory, this study explores the role of leader-induced justice perceptions as a mediator in the relationship of participative leadership and team learning. Methods: Using a split-half team survey methodology with a sample of 211 teams, the study analyzes the role of team justice climate as a mediation mechanism in the relationship between participative leadership behaviors and team learning. Results: Results from structural equation modeling analyses suggest that, at a team level, participative leadership behaviors have both a direct association with team learning and are partially mediated by the team's justice climate. Discussion: This study contributes to existing literature by offering evidence that the perceptions of justice instilled by leaders play a role mediating participatory leadership and team learning. Moreover, the study supports the idea that leader induced justice perceptions can be considered as an aggregated construct at the team level. From a practical standpoint, the findings imply that team leaders can contribute to create an environment conducive to team learning by treating team members with fairness.

When team members retaliate: The effect of LMX differentiation on team CWB.

Leader-member exchange (LMX) differentiation, or a leader's differentiated treatments among team members, is a prevalent phenomenon in any type of organization due to constraints of personal, social, and organizational resources. Despite numerous empirical examinations of such phenomenon, the impact of LMX differentiation on group outcomes is inconsistent and inconclusive. Based on team diversity framework, we approach LMX differentiation as disparity and draw on social comparison theory and social exchange theory to examine the positive effect of LMX differentiation on team counterproductive work behavior (CWB) through a supervisory justice climate. In addition, we investigate leader competence as an essential boundary condition that influences the impact of LMX differentiation on supervisory justice climate and subsequent team CWB. Using a sample of 94 teams in South Korea, we found that LMX differentiation negatively impacts supervisory justice climate, subsequently promoting team CWB. Furthermore, when team members perceive their leader as incompetent, the positive impact of LMX differentiation on team CWB is strengthened. Theoretical and practical implications and directions for future research are discussed.

Unlocking luxury purchase intentions in China: A study of consumer attitude, perceived value, and the moderating effect of perceived enjoyment.

This research aims to provide a picture of the elements influencing customers' intentions to purchase luxury products online using social exchange theory (SET). Second, we determined whether perceived enjoyment moderates the relationship between perceived value, consumer attitude, and intention to purchase luxury products. Data were collected from 389 participants through an online survey. Structural equation modelling (SEM) was used to analyze the data. The results showed that eWOM, perceived value, and consumer attitudes significantly affected luxury purchase intention. Moreover, perceived enjoyment moderates the relationship between perceived value, consumer attitude, and purchase intention. This study is designed to help practitioners and researchers understand why young Chinese consumers are interested in purchasing luxury goods online. Luxury brand companies can improve their marketing strategies by developing strategies aligned with the mindset of digital native Generation Z.

The associations between benevolent leadership, affective commitment, work engagement and helping behavior of nurses: a cross-sectional study.

BACKGROUND: Benevolent leadership is common in organizations, including hospitals, and is known to have positive effects on employees. Yet, nursing literature lacks sufficient research on its relationships with nurses' behavior. METHODS: In March to April 2022, a cross-sectional study was carried out involving 320 nurses employed across various hospitals in Sichuan Province, China. Benevolent leadership, affective commitment, work engagement, and helping behavior were evaluated using the Benevolent Leadership Scale, Affective Commitment Scale, Work Engagement Scale, and Helping Behavior Questionnaire, respectively. The study employed structural equation model and the bootstrap method to investigate the proposed relationships. RESULTS: The SEM analysis results indicated a positive association between benevolent leadership and several outcomes among nurses. Specifically, benevolent leadership was found to be positively associated with nurses' affective commitment (ß = 0.58, p < .001), work engagement (ß = 0.02, p < .001), and helping behavior (ß = 0.17, p = .001). Additionally, there was a significant indirect effect between benevolent leadership and nurses' work engagement through affective commitment (ß = 0.08, p = .007) as well as between benevolent leadership and helping behavior through affective commitment (ß = 0.16, p < .001). CONCLUSIONS: This study's findings emphasize the crucial role of benevolent leadership in fostering nurses' positive attitudes and behaviors in the workplace. Hospital administrators could promote the benevolent leadership of head nurses to enhance nurses' affective commitment, work engagement, and helping behaviors.

Workplace conflicts and knowledge hiding: Mediating role of relational psychological contract breach.

This study explains workplace conflicts (interpersonal and task-related) as antecedents of knowledge-hiding behaviors. Moreover, a relational psychological contract breach is a mediator between workplace conflicts and knowledge-hiding behavior. For empirical evidence, data were collected from research and development institutions in Pakistan. The results confirm the significant association between conflicts and knowledge-hiding behaviors and the mediating role of relational psychological contract breach. The objective of this study is to investigate the impact of workplace conflicts (interpersonal conflict and task-related conflict) on knowledge-hiding behaviors (evasive hiding, playing dumb, and rationalized hiding). Besides, a relational psychological contract breach is used as a mediator between workplace conflicts and knowledge-hiding behaviors. By using a simple random sampling technique and time lag strategy, the data were collected from 408 employees working in research and development institutions in Pakistan. For analyses, this study employed partial least squares structural equation modeling statistical technique by using SmartPls-3 software. The results of the study confirm the significant relationship between workplace conflicts and knowledge-hiding behaviors. Relational psychological contract breach also significantly mediates the relationship between conflicts and knowledge-hiding behaviors. However, this study found an insignificant association between interpersonal conflict and evasive knowledge hiding.

Trust in Supervisor and Employee Creativity: The Mediating Role of Information Sharing.

Creativity is modern era productivity. Many efforts have been made to enhance employee creativity. This study adopted the social exchange model of creativity to understand in-depth the integrated effect of affective and cognitive trust in supervisor (ATS/CTS) on employee creativity. We recruited 528 subordinates who completed a three-wave survey at one-month intervals. Multilevel modeling results showed that ATS and CTS were positively related to employee creativity. Moreover, information sharing served as a mediator for the relationship between CTS and employee creativity, but not between ATS and employee creativity. In addition, the mediation effect of information sharing on ATS-employee creativity was significant for employees with high levels of CTS but not for those with low levels of CTS. Our results suggested an integrated effect of ATS and CTS in information sharing and its consequences on employee creativity. We have confirmed and extended the social exchange model by examining the integrated effect of ATS and CTS on employee creativity. CTS seems to be a threshold in the relationship between ATS and employee information sharing. Our findings clarify ways to develop human resource training to promote ATS and CTS to foster employee creativity.

The influence of leadership on employees' employability: a bibliometric analysis, systematic literature review, and research agenda.

Introduction: Policymakers, researchers, and practitioners have recently begun treating employability-an individual's ability to possess and continuously adjust and acquire up-to-date competencies, flexibility, adaptability, and openness to change-as crucial to enabling employees to respond to ubiquitous and rapid changes in organizations (e.g., changing tasks and work-related processes). Research into ways to enhance employability, particularly through supervisor leadership, which, for example, facilitates training and competence development, has thus grown in popularity. A review on leadership as an antecedent of employability is both evident and timely. This review thus addresses the question of whether a supervisor's leadership influences employees' employability, and in which contexts and through which mechanisms it does so. Methods: As preliminary study we conducted a bibliometric analysis (which corroborated employability's recent rise in popularity) and as main study we conducted a systematic literature review. For this, the authors independently searched for articles, which met the inclusion criteria and subsequently were included for full text analysis. The authors also independently used the forward and backward snowballing technique for identifying additional articles which met the inclusion criteria and subsequently were included for full text analysis. The procedure resulted in 17 articles in total. Results: Most of the articles identified positive relationships among several conceptualizations of supervisor leadership and employee employability, such as transformational leadership and leader-member exchange, and to a lesser extent, servant leadership and perceived supervisor support. This review suggests that such relationships occur across different work contexts, such as educational, SMEs, healthcare, and several other industries, and these contexts also vary geographically. Discussion: The relationships among supervisor leadership and employee employability are largely explained using a social exchange perspective, which means that the positive influence of leadership on employability is itself influenced by a two-way social exchange relationship between supervisor and employees. The quality of the dyadic relationship between leader and followers thus determines the extent to which leaders offer valuable resources such as training and feedback, which subsequently enhances employees' employability. This review demonstrates that investing in supervisors' leadership is a valuable HRM strategy that fosters employability, and it identifies practical implications that inform policy and practice and sets an agenda for future employability research.

Effects of internal and external corporate social responsibility on employee job satisfaction during a pandemic: A medical device industry perspective.

The outbreak of the COVID-19 pandemic has dramatically changed human lifestyles and contributed to the creation of a new normal in the business environment. This study examines the direct and indirect impacts of internal and external corporate social responsibility (CSR) practices on employee job satisfaction through organisational identification, conditional on employee age. A total of 236 valid responses were received from eight multinational medical device manufacturers in Malaysia. Partial least squares and PROCESS algorithms were employed to assess the hypothesised interactions between the predictors and criterion variables. The empirical results showed that internal CSR (i.e., CSR to employee) could significantly drive a greater sense of belonging and work satisfaction. Surprisingly, however, external CSR (i.e., CSR to community) negatively affects job fulfilment in the medical devices industry during the pandemic. Nevertheless, the findings also showed that ongoing CSR activities in the community could build organisational identification and subsequently improve job satisfaction. Conversely, CSR to environment did not statistically influence job satisfaction, either directly or indirectly. The mediating effects of organisational identification were not associated with employee age. This study provides a practical framework for effective CSR strategies amid the pandemic that can help organisations align with social responsibility, enhance their reputation, and contribute to society.

Cultivating green workforce: The roles of green shared vision and green organizational identity.

Introduction: The current study anchors on the social identity theory (SIT) and social exchange theory (SET) to investigate the association between green talent management (GTM) and employee retention (ER), mediated by green organizational identity (GOI). Further, the study projects the moderator effect of green shared vision (GSV) in the direct association between GTM and GOI, and the indirect link between GTM and ER through the mediator effect of GOI. Methods: We collected time-lagged (i.e., three-wave) data from 495 frontline managers in the tourism service firms in Pakistan. Data are analyzed using SmartPLS SEM (V 3.3) to evaluate the measurement and structural models. Results: Our results support all the projected associations and confirm the direct relationships between GTM and ER (ß = 0.480, CIs = 0.494, 0.578), GTM and GOI (ß = 0.586, CIs = 0.517, 0.670), and GOI and ER (ß = 0.492, CIs = 0.425, 0.566). The findings further reveal that GOI significantly mediates the relationship between GTM and ER (ß = 0.257, CIs = 0.184, 0.312). In addition, the moderator effect of GSV significantly underpins the direct association between GTM and GOI (ß = 0.512, CIs = 0.432, 0.587) and the indirect association between GTM and ER, mediated by GOI (ß = 0.526, CIs = 0.441, 0.590). Discussion: This is the first study that explores a moderated mediation model to explain when and how tourism service firms can promote ER through inculcating GTM strategies. The findings indicate that service firms in the tourism industry must develop and retain green talent to exploit pro-environmental strategies.

Reciprocal exchange orientation to organization, challenge stressor and construal level: Three-way interaction effects on voice behavior.

This study extends our understanding of voice behavior by considering a more complete set of reciprocity antecedents. We add employees-organization reciprocal exchange orientation (EO REO) into the antecedent of voice behavior and clarify the boundary condition by examining the joint moderating role of challenge stressors and construal level. The presence of challenge stressors represents a positive work environment, thus employees with a strong EO REO are likely to reciprocate with voice. However, such stressors also lead employees to focus on how to deal with the current challenges, which only aligns with employees who have a low construal level mindset and prefer to think about the details of the job at hand. Hence, we hypothesized that the positive relationship between EO REO and voice behavior in the face of challenge stressors was more likely to exist for employees whose construal level is low rather than high. We collected data from 237 employee-supervisor matched dyads in study 1 and 225 employee-supervisor matched dyads in study 2. These two studies offered support for the three-way interaction hypothesis. Our studies further voice by extending the antecedent and delineating the boundary condition of challenge stressors and construal level.

A social exchange examination of upper-level management and supervisor organizational embodiment: the roles of supervisor psychological contract fulfillment and conscientiousness.

In effort to extend supervisor organizational embodiment (SOE) research, we integrate social exchange and psychological contract theories to examine and explain how upper-level management impacts SOE. We propose that when upper-level managers demonstrate ethical leadership, middle-level supervisors are likely to reciprocate positively by acting as organizational agents who embody the key attributes of their organizations. Conversely, when upper-level managers demonstrate abusive management, middle-level supervisors are likely to reciprocate negatively by acting as independent agents who reject the key attributes of their organizations. We also position and find support that supervisor psychological contract fulfillment (PCF) mediates the relationships between (1) upper-level managerial ethical leadership and SOE and (2) upper-level abusive management and SOE. Additionally, high levels of supervisor conscientiousness strengthened these relationships. In summary, results from a multi-source field study support our proposed first-stage moderated-mediation model. Implications, limitations, and future research are noted.

Drivers of support for citizen science across state wildlife management agencies in the United States.

Citizen science (CS) is gaining recognition as a valuable approach to meet data needs for environmental projects while fostering collaboration between scientists and members of the public. Despite increasing implementation of CS by natural resource entities, organizations' motivations for engaging in CS remain poorly understood. We examined the utility of the theory of planned behavior (TPB) and social exchange theory (SET) in identifying factors influencing support of CS by scientific organizations. To test predictions of the TPB and SET theories, we surveyed (quantitative, web based) state wildlife agency staff in the United States on their perceptions of organizational engagement in CS. We divided questions that measured TPB items into individual and organizational components to address the influence of personal- and organization-level decision-making on staff perceptions and attitudes. We used structural equation modeling to identify key constructs that influence staff support of CS in state wildlife agencies. The survey yielded 627 responses across 44 states. Both TPB and SET constructs accurately predicted staff support of CS; however, measures from SET (e.g., public engagement benefits and costs of CS to scientific credibility) were most influential (i.e., TPB constructs had less impact). Our findings indicate that organizational support for CS is primarily influenced by assessment of trade-offs among perceived costs and benefits. Indicators of support for CS were further elucidated by including measures from the TPB model. Based on our results, we suggest that natural resource entities give careful consideration to CS project design, develop thorough communication and data management plans, and practice iterative evaluation of CS project productivity.

Impulsores del apoyo a la ciencia ciudadana entre las agencias estatales de gestión de fauna en los Estados Unidos Resumen Cada vez se reconoce más a la ciencia ciudadana (CC) como una estrategia valiosa para cumplir con las necesidades informativas de los proyectos ambientales, a la vez que promueve la colaboración entre los científicos y el público. Aunque es cada vez mayor la implementación de la CC por parte de las entidades de recursos naturales, todavía hay poca información sobre la motivación de las organizaciones para participar en la CC. Analizamos la utilidad de la teoría del comportamiento planeado (TCP) y la teoría del intercambio social (TIS) en la identificación de los factores que influyen sobre el apoyo de las organizaciones científicas a la CC. Sondeamos (cuantitativamente y en línea) al personal de las agencias estatales de los Estados Unidos sobre sus percepciones de la participación organizacional en la CC para evaluar las predicciones de ambas teorías. Dividimos las preguntas que medían los objetos de la TCP en componentes individuales y organizacionales para abordar la influencia de la toma de decisiones a nivel personal y organizacional sobre las actitudes y percepciones del personal. Usamos modelos de ecuación estructural para identificar los constructos clave que influyen sobre el apoyo a la CC por parte del personal de las agencias estatales de fauna. El sondeo aportó 627 respuestas de 44 estados. Los constructos de ambas teorías pronosticaron correctamente el apoyo a la CC por parte del personal; sin embargo, las medidas de la TIS (por ejemplo, los beneficios de la participación del público y los costos de la CC en la credibilidad científica) tuvieron la mayor influencia (los constructos de la TCP tuvieron un menor impacto). Nuestros resultados indican que el apoyo organizacional hacia la CC está influenciado principalmente por la valoración de las compensaciones entre los costos y beneficios percibidos. Los indicadores del apoyo a la CC se esclarecieron más con la inclusión de las medidas del modelo de la TCP. Con base en nuestros resultados, sugerimos que las entidades de recursos naturales consideren cuidadosamente el diseño de proyectos de CC, desarrollen una comunicación minuciosa y planes de manejo de datos y practiquen la evaluación iterativa de la productividad de los proyectos de CC.

Workplace friendship, employee well-being and knowledge hiding: The moderating role of the perception of Chaxu climate.

In recent years, knowledge hiding has become a hot topic in the field of organizational behavior because of its great harm. However, relevant studies have focused only on the negative interpersonal antecedents of knowledge hiding but neglected the inhibition effect of positive informal relationships on the behavior. To fill this gap, the current study develops a moderated mediation model to investigate how and when workplace friendship has a negative impact on knowledge hiding. Drawing on social exchange theory (SET), we propose that workplace friendship inhibits knowledge hiding through the mediating role of employee well-being, with the Perception of Chaxu climate acting as a boundary condition. Using data from a two-wave time-lagged survey of 279 employees in China, the results show that workplace friendship has a negative impact on knowledge hiding behavior. Specifically, workplace friendship inhibits knowledge hiding by satisfied employee well-being, i.e., workplace friendship has a positive impact on employee well-being, while employee well-being has a negative impact on knowledge hiding. Perception of Chaxu Climate moderates the indirect effect, as the level of employee's Perception of Chaxu climate rises, the direct effect of workplace friendship on employee well-being is stronger, so as the indirect effect of workplace friendship on knowledge hiding. This article explores the mechanisms affecting employee knowledge hiding from a new interpersonal perspective of workplace friendship. It is enlightened that firms should pay attention to the management of workplace friendship, provide employee with opportunities to establish workplace friendship while providing proper guidance on the direction of workplace friendship and improving the quality of it, in order to promote employees' happiness perception and organizational knowledge management ability.