15卷 第1期
School of Management, Shanghai University, Shanghai 200444, P.R.China
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Idiosyncratic Deals and Employees' Knowledge Hiding: Mediating Role of Job Insecurity[J]. 华夏人力资源管理学报, 2024,15(1):16-26.
Wang Yong,Wang Chen,Ma Jun.Idiosyncratic Deals and Employees' Knowledge Hiding: Mediating Role of Job Insecurity[J].Journal of Chinese Human Resources Management,2024,15(01):16-26.
Idiosyncratic Deals and Employees' Knowledge Hiding: Mediating Role of Job Insecurity[J]. 华夏人力资源管理学报, 2024,15(1):16-26. DOI： 10.47297/wspchrmWSP2040-800502.20241501.
Wang Yong,Wang Chen,Ma Jun.Idiosyncratic Deals and Employees' Knowledge Hiding: Mediating Role of Job Insecurity[J].Journal of Chinese Human Resources Management,2024,15(01):16-26. DOI： 10.47297/wspchrmWSP2040-800502.20241501.
In order to attract and retain valuable employees and maintain competitive advantage
more and more organizations choose to agree on non-standardized 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 self-evaluation negatively moderated the relationship between coworkers' idiosyncratic deals and job insecurity.
Job insecurityCore self-evaluationsKnowledge hiding
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