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Purpose The purpose of this study is to examine the relationships among knowledge attributes (complexity and implicitness), interpersonal distrust, knowledge hiding (KH) and team efficacy and second, to explore a new dimension of KH. Design/methodology/approach Data for this research were collected from more than 940 employees working in manufacturing, information technology (IT), finance and the purification industry. Structural equation modeling was used to test hypothesized relationships. Findings First, the research confirmed the existence of bullying hiding behaviors in the knowledge economy era based on “knowledge power.” Second, the findings suggest that knowledge attributes are an important predictor of KH behaviors in organizations. The findings implicate the mediating effect of interpersonal distrust and the moderating role of team efficacy, while team efficacy negatively moderated the relationships between interpersonal distrust with evasive hiding and playing dumb, but positively moderated the relationship between interpersonal distrust with rationalized hiding and bullying hiding. Originality/value This is the first study to propose bullying hiding, a behavior that has emerged in organizational knowledge transfer, and it is more detrimental to knowledge sharing than other KH behaviors. The results of research on the different regulating effects of team efficacy on KH behaviors enrich the boundary conditions of KH research.

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The issue of environmental protection and sustainable development is a key research focus across multiple fields. Employee green behavior is considered to be an important micro-activity to address this. Researchers in the field of organizational behavior and sustainable development have been focusing on the influencing factors of employee green behavior. However, few have explored the beneficial effects of employee green behavior on behavioral implementers. The objective of this study is to investigate the relationships among employee green behavior, self-esteem, perceived organizational support for employee environmental efforts, and employee well-being, and to explore a new dimension of employee green behavior. We empirically examined the underlying framework by conducting two surveys to collect data from 900 employees working in manufacturing, construction, and the service industry in China. We performed multilevel path analysis using SPSS and AMOS software, and confirmed that employee green behavior includes four dimensions: green learning, individual practice, influencing others, and organizational voices. Further, employee green behavior has a significant positive impact on self-esteem, which in turn is converted into employee well-being. Finally, perceived organizational support for employee environmental efforts not only positively moderated the relationship between employee green behavior and self-esteem, but was also confirmed as a moderated mediation model. This study enriches the current literature on the measurement framework and variables of employee green behavior.

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