The effect of top‐down knowledge hiding on subordinates' task performance in Chinese R&D projects: the mediating role of leader‐member ‘guanxi’

Abstract

Although a growing number of studies on project knowledge hiding have identified the consequences of peer knowledge hiding in research and development (R&D) project settings, the effects of project managers' knowledge hiding on subordinates' task performance remain underexplored. Drawing on leader–member exchange theory, this study explores how different dimensions of project managers' knowledge hiding affect subordinates' task performance through leader‐member guanxi. Data were collected from a sample of 143 manager‐subordinate dyads in Chinese R&D teams. The results indicate that project managers' evasive hiding and playing dumb had negative influences on subordinates' task performance. Leader–member guanxi partially mediates the relationship between project managers' evasive hiding and subordinates' task performance. Finally, the theoretical and practical implications and limitations are discussed.