Idiosyncratic Deals and Employees' Knowledge Hiding: Mediating Role of Job Insecurity
1. Yong Wang, a lecturer and master tutor at the School of Management of Shanghai University. Research interests: excess qualification and creativity.
2. Chen Wang, a PhD student at the School of Management of Shanghai University. Research interests: knowledge hiding. Email: a18834165022@163.com
3. Jun Ma, a professor and doctoral supervisor at the School of Management of Shanghai University. Research interests: creativity, performance, and star employees.
In order to attract and retain valuable employees and maintain competitive advantage, more and more organizations choose to agree on nonstandardized idiosyncratic deals with their employees, and idiosyncratic deals have been promoted as a new initiative for corporate talent acquisition. However, existing studies mostly focus on the positive effects of agreement idiosyncratic deals, but ignore the negative effects on colleagues. In view of this, this paper explores the internal mechanism between perceived coworkers' idiosyncratic deals triggering employees' knowledge-hiding behaviors from the perspective of a third party who does not obtain idiosyncratic deals. The study tested the theoretical model with a sample of 296 employees. The results show that the uncertainty brought by perceived coworkers' idiosyncratic deals increases employees' job insecurity and thus triggers employees' knowledge-hiding behaviors, and core selfevaluation negatively moderated the relationship between coworkers' idiosyncratic deals and job insecurity.
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