The Influence Mechanism Of Organizational Justice On Knowledge Hiding

In the era of knowledge economy,how to efficiently acquire and innovate knowledge is the key to maintain the core competitiveness of an organization.Knowledge includes not only theoretical knowledge but also technology,experience and other employee-based knowledge.Therefore,organizations should pay attention to not only the traditional resource elements but also the development and utilization of knowledge resources owned by employees.However,knowledge hiding generally exists among employees.Especially for multinational companies,their employees have multicultural backgrounds,so the causes and consequences of their knowledge hiding are more complex.How to reduce this behavior has become an urgent problem for multinational companies.In addition,with the outbreak of the COVID-19 in recent years,the massive losses caused by the shutdown and production stoppage have led enterprises take measures such as salary reduction and layoff.Employees are facing changes from internal and external,and the changes in their sense of organizational justice and psychological state have exacerbated the knowledge hiding behavior.The difficulties of knowledge innovation performance and organizational human resource management faced by multinational companies are more complex.Based on psychological contract theory and equity theory,this paper further reveals the specific impact mechanism of organizational justice of employees in multinational companies on their knowledge hiding behavior through specific types of psychological contract,and tests the regulatory role of power distance.This paper forms a formal questionnaire based on the mature scale of predecessors,forms a link on the "Questionnaire Star" platform,and collects 491 valid questionnaires from multinational companies of different scales in Wuxi,Changzhou,Hangzhou,etc.by communicating with multiple contacts for forwarding.Through reliability analysis and validity analysis,common method biases test,correlation analysis,hypothesis test,mediator effect test,moderator effect test and moderated mediator effect test of the sample data with SPSS26.0software and AMOS,the following main conclusions are drawn:(1)organizational justice has a significant negative impact on knowledge hiding,and relational psychological contract has a significant negative impact on knowledge hiding,transactional psychological contract has a significant positive impact on knowledge hiding(2)The psychological contract plays an intermediary role in the relationship between organizational justice and knowledge hiding,in which the relational psychological contract plays a part of the intermediary role,and the transactional psychological contract plays a part of the intermediary role;(3)Power distance moderates the relationship between organizational justice and knowledge hiding,organizational justice and psychological contract,and also plays a role of moderation in the intermediary role of psychological contract.The contribution of this paper is to supplement the mechanism between employees’ sense of organizational justice and knowledge hiding,improve the influence mechanism of psychological contract as an intermediary on knowledge hiding,and enrich theoretical research on organizational justice,psychological contract,power distance and knowledge hiding.It provides suggestions for the knowledge innovation performance and human resource management practice of multinational companies.It is conducive for multinational companies to explore the psychological contract formed between employees and organizations from the perspective of organizational justice,reduce knowledge hiding behavior of employees,improve their knowledge innovation performance and core competitiveness.Therefore,it helps multinational companies improve their human resource management mechanism and promote good relations with employees.