Top Management Team Knowledge Hiding and Enterprise Innovation Performance: A Moderated Mediation Model

Area of Science:

• Management Science
• Organizational Behavior
• Innovation Studies

Background:

• Top management team (TMT) knowledge hiding is under-researched despite its impact on operations and innovation.
• Existing literature lacks a comprehensive model explaining the TMT knowledge hiding-enterprise innovation performance link.

Purpose of the Study:

• To investigate the impact of TMT knowledge hiding on enterprise innovation performance.
• To examine the mediating role of TMT creativity and the moderating effect of team competitive climate in this relationship.
• To propose and test a moderated mediation model based on upper echelons, knowledge management, and innovation theories.

Main Methods:

• Utilized a moderated mediation model with TMT knowledge hiding (independent), TMT creativity (mediating), enterprise innovation performance (dependent), and team competitive climate (moderating).
• Collected data from 612 executives across 53 TMTs.
• Employed MPLUS 7.0 for Confirmatory Factor Analyses (CFAs) and SPSS 22.0 for descriptive statistics, correlation analysis, and multiple regression analysis.

Main Results:

• TMT knowledge hiding significantly negatively impacts enterprise innovation performance.
• TMT creativity partially mediates the relationship between TMT knowledge hiding and enterprise innovation performance.
• Team competitive climate moderates the relationship between TMT knowledge hiding and TMT creativity.

Conclusions:

• The study fills a theoretical gap concerning TMT knowledge hiding.
• Findings provide practical guidance for reducing TMT knowledge hiding and enhancing enterprise innovation performance.
• The moderated mediation model offers a nuanced understanding of the factors influencing innovation outcomes.