The Moderating Role of Emotional Intelligence within the Framework of the Effect of Reciprocal and Dyadic Work Relationships on Knowledge Hiding Behavior

Abstract

Scientists and researchers have directed their attention to a completely opposite aspect of knowledge sharing, which is the behaviour of knowledge hiding. Although numerous studies have investigated the factors that stimulate knowledge-hiding behaviour, the factors that help in reducing this behaviour remain important issues requiring research and analysis. Therefore, based on social exchange theory, leader-member exchange theory, and the affective events theory, this study hypothesizes that work relationships may mitigate knowledge hiding behavior through emotional intelligence as a moderating variable. Data were collected using a survey from the study population, which consisted of all employees in the middle and executive management at the Yemen Oil Company (head office and branches in Aden and Sayun). The response rate, after excluding invalid questionnaires, was 87%, with 247 valid questionnaires for analysis. The study found a significant negative impact of work relationships on knowledge-hiding behaviour. This includes the impact of the leader-member relationship on the leader's knowledge-hiding behaviour and the impact of the subordinate-colleague relationship on the subordinates' knowledge-hiding behaviour. The study also found a statistically significant moderating effect of emotional intelligence on the impact of the leader-member relationship on the leader's knowledge-hiding behaviour and the impact of the subordinate-colleague relationship on the subordinates' knowledge-hiding behaviour. Based on these findings, a set of recommendations was proposed.