74 - THE RELATIONSHIP AMONG PSYCHOLOGICAL CONTRACT VIOLATION, KNOWLEDGE HIDING, AND PROACTIVE BEHAVIOUR: MODERATING ROLES OF LEADER-MEMBER EXCHANGE AND PERCEIVED OVERQUALIFICATION

Session: D01S016 - Trust
AUTHORS:
Ng Chin Tung Stewart (Hong Kong Metropolitan University ~ Hong Kong ~ Hong Kong) , Chen Hsien-Chun (National Pingtung University of Science and Technology ~ Pingtung ~ Taiwan) , Lin Szu-Yin (National Kaohsiung University of Science and Technology ~ Kaohsiung ~ Taiwan) , Lin Ying-Tzu (Fu Jen Catholic University ~ New Taipei City ~ Taiwan) , Chen I-Heng (National Sun Yat-sen University ~ Kaohsiung ~ Taiwan) , Lee Ya-Chu (National Sun Yat-sen University ~ Kaohsiung ~ Taiwan)
Abstract text:
Integrating with Social Exchange Theory, we examined (a) the mediating effect of knowledge hiding on the relationship between psychological contract violation and proactive behaviour and (b) the moderating effects of leader-member exchange and perceived overqualification on the relationship between psychological contract violation and knowledge hiding. We conducted a pre-test with 241 employees to validate all our survey items and check the consistency of the back-translation items. We then conducted a three-wave study with a two-week gap. In our three-wave study, we collected 621 employees across different industries in Taiwan. Our results revealed that knowledge hiding mediates significantly the relationship between psychological contract violation and proactive behaviour. Our results also identified a positive relationship between psychological contract violation and knowledge hiding, and there is a negative relationship between knowledge hiding and proactive behaviour. In addition, our results revealed that a high level of leader-member exchange can strengthen the positive relationship between psychological contract violation and knowledge hiding, and a low level of perceived overqualification can also strengthen the positive relationship between psychological contract violation and knowledge hiding. Importantly, our results drew several important theoretical and managerial implications on the knowledge hiding between the relationship of psychological contract violation and proactive behaviour. In the workplace context, the interaction of psychological contract violation and high levels of leader-member exchange and low levels of perceived overqualification of employees can increase the likelihood of employees hiding their knowledge. Our study suggested that organisations or managerial practitioners should pay attention to the consistency of the psychological contract violation in the recruitment process as an essential organisational practice to prevent employees from hiding their knowledge and lowering their proactive behaviour at work.