Purpose The purpose of this paper is to examine why employees hide knowledge and how organizations intervene and influence the negative effects of knowledge hiding. This study builds and tests a theoretical model at both individual and team level. Design/methodology/approach Data were collected from universities, research institutes and enterprises’ research and development (R&D) teams in China via a two-wave survey. The final sample contained 417 cases. Hierarchical linear modeling was used to test hypotheses. Findings The results show that territoriality plays a mediating role between psychological ownership and knowledge hiding, and that organizational result justice negatively moderated the relationship between territoriality and knowledge hiding. Procedure justice negatively moderated the relationship between territoriality and rationalized hiding, and that between territoriality and evasive hiding. Interactive justice negatively moderated the relationship between territoriality and rationalized hiding, and that between territoriality and evasive hiding. There were thus interactive effects among territoriality, perceived knowledge value and psychological ownership; the relationship between individual psychological ownership and territoriality was weaker when perceived knowledge value was lower and task interdependence was higher, and stronger with higher perceived knowledge value and lower task interdependence. Research limitations/implications Territorial behaviors, such as knowledge hoarding and misleading within R&D teams, are the primary challenges for organizations’ positive activities, including internal sharing, teamwork and organizational goal accomplishment. Researching knowledge territoriality in the Chinese cultural context will help to distinguish territorial behaviors and to take preventive measures. In addition, this study not only enables managers to understand clearly the precipitating factors of knowledge territoriality and the relationships among them but also provides constructive strategies for reducing the negative effect of organizational intervention in knowledge territoriality. Originality/value This study adopts a multilevel modeling method and not only reveals the “black box” of interaction among psychological ownership, territoriality and knowledge hiding at the individual level but also probes the three-way interaction of perceived knowledge value, team task dependency and psychological ownership with territoriality at both individual and team levels, and then discusses the mediation effect of organizational justice on the relationship between territoriality and knowledge hiding. The conclusion of this study not only enriches the literature on knowledge hiding in the field of knowledge management but also helps to elucidate the function and intervention mechanism of knowledge hiding.

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This study investigates the relationship between leadership, value congruence, and employees' intention to leave in China's hospitality industry. We test the moderating effect of cultural values on the relationships between these factors using data gathered from employees at ten branches of a major restaurant chain in South China. Our results show (1) a positive relationship between ethical leadership and leader-follower value congruence, (2) a significant moderating effect of collectivism on the relationship between ethical leadership and leader-follower value congruence, (3) a negative relationship between leader-follower value congruence and employees' intention to leave, and (4) a significant mediating effect of value congruence on the relationship between ethical leadership and employees' intention to leave. Although these findings apply only to the restaurant industry, it is clear that ethical behavior by group leaders builds value congruence and discourages employee turnover.

Purpose -The purpose of this research is to study how an approach of culturally-specific human resource management (HRM) should moderate the relationship between leadership style and employee turnover. Design/methodology/approach -Questionnaire data were collected from firms in both Shenzhen and Hong Kong. The subjects are 190 leader/member dyads (111 (58 percent) were from mainland China (i.e. Shenzhen), and 79 (42 percent) were from Hong Kong). Hierarchical regression model is adopted to test the hypotheses. Findings -Collecting empirical data from firms in different regions of China, it was found that a leadership style, i.e. leader-member exchange (LMX), can have a significant effect on employee turnover. Moreover, the effect of LMX can be moderated by the C-HRM-oriented HRM (C-HRM) approach. The paper concludes with a discussion of the implications of the findings to academic researchers and practitioners. There exist both the direct effect and interactive effect of LMX on employees' organization identity, which in turn affects their turnover. Moreover, collectivism-oriented HRM (C-HRM) moderates the relationship between LMX and employees' organization identity. Other conditions being equal, the higher the C-HRM, the stronger is the positive relationship between LMX and organization identity. Originality/value -Integrating prior research on LMX, C-HRM, organization identity and employee retention, this study examines the relationships among LMX, organization identity and employee retention. This is the first study testing these relationships. The findings have several important implications. For instance, this study documents both the direct and moderating effects of C-HRM on employees' performance for the first time, which will be helpful for the development of new studies on human resource management and cross-cultural management.

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This study draws on trait activation theory to examine the effects of frontline hospitality employees’ prosocial motivation on their taking charge and job performance and how job autonomy moderates these effects. We collected data in two stages from 185 pairs of frontline hospitality employees and their direct supervisors, and we found a positive relationship between employees’ prosocial motivation and their taking charge. In addition, job autonomy strengthened this positive relationship, and taking charge mediated the interactive effect of prosocial motivation and job autonomy on job performance. These results suggest that when frontline hospitality employees perceive their level of job autonomy to be high enough to activate their expression of prosocial motivation, they will be more likely to engage in taking charge, which should lead to a higher evaluation of their job performance. Theoretical and practical implications for hospitality industry were discussed at the end of the article.

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