Abstract
Although knowledge is arguably an organization's most important resource, many organizations still practice knowledge hiding. This study explores how an organization's motivational climate-mediated by work alienation among its members-influences knowledge hiding from the perspective of the conservation of resources (COR) theory. Specifically, we establish hypotheses that the performance and mastery climates, mediated by work alienation, have positive and negative effects on knowledge hiding, respectively. To verify these hypotheses, we conducted a survey among members of Chinese companies, through which 200 responses were collected through a two-wave panel design. The results of the analysis demonstrated that motivational climate, as an antecedent of knowledge hiding, has a significant effect on work alienation. We also found that work alienation mediated the relationship between (a) performance climate, and (b) mastery climate and knowledge hiding. Based on these findings, we discuss the research implications and limitations while suggesting directions for future studies.