ArticleBMC psychology2026
Effect of organization care on knowledge hiding: the chain mediating role of organization-based self-esteem and employee loyalty.
Article in BMC psychology, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 1 paper.
What it found
Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.
The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.
Who cites it
1 citing paper in PubMed.
Corrections and comments
PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.
Authors and funding
6 authors.
Funding
Abstract
backgroundEmployee knowledge hiding severely hinders organizational innovation, yet how a positive organizational care climate inhibits this behavior remains insufficiently understood. Most existing single-theory explanations fail to clearly articulate the complete psychological pathway linking environmental resources to individual behaviors. This study integrates Conservation of Resources Theory and Affective Events Theory to systematically construct and test a serial mediation model, illuminating how organizational care reduces knowledge hiding via organization-based self-esteem and employee loyalty.
methodsA two-wave questionnaire survey was conducted among employees from enterprises in Shanghai, Beijing, Hubei, Henan, and Guangdong, China, with a 6-month interval between data collections. The survey yielded 335 valid responses. Structural equation modeling was used to analyze the data and test the hypothesized model.
resultsThe results show that organizational care is significantly and negatively related to knowledge hiding behavior. While organization-based self-esteem does not have a significant direct mediating effect, employee loyalty acts as a significant mediator. Furthermore, organization-based self-esteem and employee loyalty play a chain-mediated role in the relationship between organizational care and knowledge hiding. Specifically, organizational care enhances organization-based self-esteem, which in turn increases employee loyalty and ultimately reduces knowledge hiding behavior.
conclusionsThis study demonstrates that organizational care effectively reduces knowledge hiding behavior by enhancing employees’ organization-based self-esteem and strengthening their loyalty to the organization. These findings enrich the theoretical frameworks of resource conservation and affective event theories and provide practical guidance for organizations to manage negative knowledge behaviors by fostering a supportive organizational environment.
Indexed as
Identifiers
What OpenQuestion holds
Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.